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Home My WebLink AboutDecember 4, 2023Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may attend the meeting in person, or may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1.Call to Order/Roll Call 2.Disclosure of Interest 3.Delegations Members of the public looking to provide a verbal delegation to Members of the ExecutiveCommittee may do so either in person or through a virtual connection into the meeting.For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by theChair in the order in which they have registered. Delegates are allotted a maximum of 5minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted onthe City’s website as part of the meeting minutes. 3.1 Lindsey Morrill, Food Bank Director, St. Paul’s on the Hill Community Food Bank (In Person) Stephanie Douglas-Bowan, Incumbent, St. Paul's on the Hill Anglican Church (In Person) Re: Food Insecurity in Pickering 4.Matters for Consideration 4.1 Director, Corporate Services & City Solicitor, Report LEG 06-23 1 The Corporation of the City of Pickering - Corporate Strategic Plan Staff/Consultant Delegation Karen Wianecki, Director, Practice Planning Solutions Inc. (Virtual) Recommendation: Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 1. That Council endorse 2024-2028 Corporate Strategic Plan, as set out in Attachment 1; 2. That staff be directed to develop an operational plan to establish how the Corporate Strategic Plan will guide the City’s operations on an ongoing basis; 3. That the work plans for each Department shall be consistent with the operational plan, and incorporate the actions set out in the Corporate Strategic Plan, with those actions being reflected in the annual current and capital budgets of the City on an ongoing basis; 4. That staff be directed to report annually to Council on the progress of the Corporate Strategic Plan; and, 5. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the Recommendations in this Report. 4.2 Director, City Development & CBO, Report BLD 01-23 41 Building By-law Amendments under the Building Code Act Recommendation: 1. That BLD 01-23 regarding Building By-law Amendments under the Building Code be received for information; 2. That the City’s Building By-law 7362/14, as amended, which provides for the administration and enforcement of the Building Code Act, 1992 within the City of Pickering, be repealed, and that the new City Building By-law, as set out in Attachment #1 to Report BLD 01-23, be approved, finalized, and forwarded to Council for enactment; and, 3. That City officials be authorized to undertake the necessary actions to give effect to Council’s decision. 4.3 (Acting) Director, Community Services, Report CS 32-23 75 Interim Program Space in Seaton Update Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca - Seaton Commercial Plaza (Taunton Road and Peter Matthews) Recommendation: 1. That Report CS 32-23, regarding Interim Program Space in Seaton Update, be received; 2. That staff be directed to continue discussions with the ownership group of the Seaton Commercial Plaza at Taunton Road and Peter Matthews Drive to negotiate lease terms for commercial space, and report back to Council in Q2, 2024; and, 3. That the appropriate City officials be authorized to take the necessary actions as outlined in this report. 4.4 (Acting) Director, Community Services, Report CS 33-23 83 City Property Naming - Doubles Squash Courts Recommendation: 1. That Council approve to name the doubles squash courts at the Chestnut Hill Developments Recreation Complex, the Ian Parsons Doubles Squash Courts; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.5 (Acting) Director, Community Services, Report CS 34-23 94 Civic Awards Policy - Repeal of By-law Recommendation: 1. That Report CS 34-23 regarding the Civic Awards Policy be received; 2. That Council approve CUL 150, Civic Awards Policy, as set out in Attachment #1 to this Report; Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 3. That the By-law included in Attachment #4 to this Report be enacted to repeal By-law #1448/82, a By-law establishing the Civic Recognition Committee; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.6 (Acting) Director, Community Services, Report CS 35-23 106 Animal Poisoning Prevention - Pest Management Policy - Rodenticides Education Campaign Recommendation: 1. That Report CS 35-23 regarding Animal Poisoning Prevention be received; 2. That Council approve CUL 160 Pest Management Policy, as set out in Attachment 1 to this report; 3. That Council approve the Rodenticides Educational Campaign as set out in Attachment 2 to this report; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.7 (Acting) Director, Community Services, Report CS 36-23 121 Highway Traffic Act Amendments - Community Safety and Well-Being Committee Recommendation: 1. That Report CS 36-23, regarding Highway Traffic Act Amendments, Community Safety and Well-Being be received; 2. That further to the recommendation of the Community Safety and Well-Being Committee, that Council be requested to send a letter to the Ontario Minister of Transportation and the Ontario Minister of Municipal Affairs and Housing requesting an amendment to the Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Highway Traffic Act s.205.1, to allow municipalities to locate a temporary Automated Speed Enforcement system on any roadway under the jurisdiction of the municipality, as determined by the municipality, and not restricted to only community safety zone and school safety zones; and, 3. That the letter be copied to the local area Minister of Provincial Parliament, the Association of Municipalities in Ontario, and all Durham Region area municipalities. 4.8 Director, Engineering Services, Report ENG 14-23 126 Proposed Community Safety Zone Extension - Rosebank Road – Toynevale Road to Maitland Drive Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “14” to By-law 6604/05 to provide for the regulation of Community Safety Zones on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering to extend the south limit of the Community Safety Zone on Rosebank Road from Dahlia Crescent/Cowan Circle to Maitland Drive; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.9 Director, Engineering Services, ENG 15-23 132 Detail Design for Sixth Concession Road Reconstruction and Bridge Rehabilitation Project Request for Proposal No. RFP2023-17 Recommendation: 1. That Request for Proposal No. RFP2023-17, submitted by The Greer Galloway Group Inc., for the Detail Design of Sixth Concession Road Reconstruction and Bridge Rehabilitation in the amount of $371,147.37 (HST included), be accepted; Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2. That the total gross project cost of $415,685.00 (HST included), including the fee amount, and other associated costs, and the total net project cost of $374,337.00 (net of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $374,337.00 as follows: a) the sum of $225,000.00 to be funded by a transfer from the Roads & Bridges Reserve Fund as approved in the 2017 and 2018 Capital Budgets; b) the additional sum of $149,337.00 to be funded by a transfer from the Rate Stabilization Reserve to cover the remaining over expenditure; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.10 Director, Engineering Services, Report ENG 16-23 137 Dedicated Outdoor Pickleball Court Options – South Pickering Recommendation: 1. That Report ENG 16-23 regarding dedicated outdoor pickleball court options in South Pickering be received; 2. That staff be directed to continue discussions with the Toronto and Region Conservation Authority with respect to possible arrangements for a dedicated pickleball facility in the Petticoat Creek Conservation Park; 3. That staff be directed to continue the investigation of a potential site for a dedicated outdoor pickleball facility within South Pickering through the Recreation and Parks Master Plan update, and to continue dialogue with the 1st Pickering Pickleball Club regarding site selection and facility design; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 4.11 Director, Finance & Treasurer, Report FIN 19-23 142 2022 Building Permit Stabilization Reserve Fund Recommendation: It is recommended that Report FIN 19-23 from the Director, Finance & Treasurer regarding the 2022 Building Permit Stabilization Reserve Fund be received for information. 4.12 Director, Finance & Treasurer, Report FIN 20-23 145 2024 Interim Levy and Interim Tax Instalment Due Dates Recommendation: 1. That an interim property tax levy be adopted for all realty property classes for 2024; 2. That the interim property tax levy instalment due dates be February 26 and April 26, 2024; 3. That the attached draft By-law, providing for the imposition of the taxes, be enacted; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.13 Director, Finance & Treasurer, Report FIN 21-23 150 2024 Interim Spending Authority Recommendation: 1. That the 2024 Interim Operating Expenditures be approved at 50 percent of the prior year’s budget, including adjustments, as contained in Attachment 1, pending approval of the formal 2024 Current Budget by Council; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.14 Director, Finance & Treasurer, Report FIN 22-23 153 Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2024 Temporary Borrowing By-law Recommendation: 1. That the temporary borrowing limit of $66 million be established to meet 2024 current expenditures pending receipt of taxes and other revenues for the period of January 1 to September 30, 2024 inclusive, and $33 million thereafter until December 31, 2024; 2. That the temporary borrowing limit for capital purposes for 2024 be established at $73 million; 3. That the attached draft By-law providing for the temporary borrowing of monies be enacted; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.15 Director, Operations, Report OPS 34-23 158 Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay - Results of 2023 Pilot Project Recommendation: That Report OPS 34-23 regarding Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay be received for information. 4.16 Director, City Development & CBO, Report PLN 38-23 161 Streamlining the Development Application Review Process - RFP 2023-4 Recommendation: 1. That proposal for Request for Proposal No. RFP 2023-4 submitted by Dillon Consulting Limited, for the Streamlining the Development Application Review Process, in the amount of $214,669.00 (excluding HST), be accepted; 2. That the net project cost of $218,447.00 (net of HST rebate), be approved; Executive Committee Meeting Agenda December 4, 2023 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Brenner For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $218,447.00 for these consulting services in the amount from the Approved 2023 Current Budget from Property Taxes; and, 4. That the appropriate officials of the City of Pickering be authorized to take such actions as are necessary to give effect to this Report. 4.17 Director, City Development & CBO, Report PLN 42-23 166 Heritage Property Tax Relief Program By-law Recommendation: 1. That the Heritage Property Tax Relief Program and By-law be approved, as set out in Appendix I to Report PLN 42-23, and be enacted by Council; 2. That Council delegates the Director, City Development & CBO to execute the Heritage Easement Agreement for Eligible Properties as described in the Heritage Property Tax Relief Program By-law; 3. That the City Clerk give notice of this by-law to the Ministry of Finance and the Region of Durham within 30 days of the passing of the by-law; and, 4. That the appropriate City of Pickering officials be authorized to take actions as necessary to implement the recommendations of this report. 5. Member Updates on Committees 6. Other Business 7. Adjournment Pl(KERJNG Report to Executive Committee Report Number: LEG 06-23 Date: December 4, 2023 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: The Corporation of the City of Pickering -Corporate Strategic Plan -File: A-1200-001-18 Recommendation: 1. That Council endorse 2024-2028 Corporate Strategic Plan, as set out in Attachment 1; 2. That staff be directed to develop an operational plan to establish how the Corporate Strategic Plan will guide the City’s operations on an ongoing basis; 3. That the work plans for each Department shall be consistent with the operational plan, and incorporate the actions set out in the Corporate Strategic Plan, with those actions being reflected in the annual current and capital budgets of the City on an ongoing basis; 4. That staff be directed to report annually to Council on the progress of the Corporate Strategic Plan; and 5. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the Recommendations in this Report. Executive Summary: The purpose of this Report is to present the City’s first Corporate Strategic Plan (the “Plan”). The Plan consists of these elements: A. Land Acknowledgement B. Equity, Diversity and Inclusion (EDI) Commitment C. Vision for the City of Pickering D. Corporate Values, Principles & Beliefs E. Corporate Key & Six (6) Strategic Priorities, 23 areas of Strategic Focus and 88 Actions The six areas of strategic priority include the Corporate Key, that emphasizes Good Governance, and the following six specific areas of strategic focus: Priority 1: Champion Economic Leadership and Innovation Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Priority 5: Strengthen Existing & Build New Partnerships Priority 6: Foster an Engaged & Informed Community - 1 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 2 The Corporate Strategic Plan began with a Special Meeting of Council in March 2023 and has been informed by input from residents, City staff, City Advisory Committees and community stakeholders throughout the strategic planning process. Extensive community engagement occurred throughout the development of the Plan. The Plan retains the essence that was developed by Council in March of this year, but has been enhanced to reflect the insight, comments and suggestions that came forward from residents, staff, community members and partners in over seven months of community engagement. The Plan provides a blueprint and a roadmap for Council and Staff, who will work together to deliver on the strategic priorities identified in the Plan over this term of Council, and beyond. The Vision, Values and Priorities identified in the Plan will guide the City’s operations moving forward. Subject to Council’s approval of the Plan, staff will prepare an operational plan that defines measurements of progress and benchmarks of success. On an ongoing basis, the Plan will guide the work plans for every City Department. Progress on the Corporate Strategic Plan will be reported to Council and the community annually. Financial Implications: The 2023 Current Budget provides $38,500.00 plus HST for the development of the Corporate Strategic Plan. This Budget covered the costs associated with the creation of the Plan, including the external consultant, advertising and promotion of engagement opportunities. The Plan identifies 88 Actions which flow from, and are informed by, the City’s Vision and Corporate Values. Some of these initiatives are ongoing, and are already included in the City’s Budget. Some initiatives will not require additional resources and can be advanced without the allocation of funding or human capital. There are, however, other initiatives that can only be implemented when additional funding is provided in future budgets. Once the Plan is approved, the City will operationalize it. Staff will bring forward future projects to advance strategic priorities for Council’s consideration. These will be brought forward through staff Reports and the City’s annual budget process. In the event that funding is not secured and/or resources are not allocated, implementation of certain components of the Plan may be deferred. The deferral of any of the strategic actions will be communicated in the annual reporting on the Plan. Discussion: A. The Importance of Strategic Planning and Pickering’s Strategic Plan Project: Strategic Planning is a vital tool used by municipalities to define common goals, a shared vision and a collective plan of action. It functions as a platform for the allocation of resources (fiscal and human), and acts as a performance measure, providing an opportunity for members of the public, City staff and Council to evaluate progress and ensure that there is alignment of action to thought, and efficient use of resources. - 2 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 3 The development of the City’s first Corporate Strategic Plan was identified as a critical Council priority following the October 2022 Municipal Election. Earlier efforts to begin the strategic planning process were put on hold due to the pandemic. From the very beginning, it was recognized that robust community, staff and partner engagement would be required to ensure that the collective Council-driven priorities identified at the Special Meeting of Council in March 2023, were broadly supported. The Special Meeting of Council resulted in the identification of specific strategic priorities and actions. These Council-driven priorities formed the basis for an early draft of the Corporate Strategic Plan that was uploaded to the City’s website along with an invitation for City staff, interested partners and residents to share their thoughts. Staff were empowered to participate in self-facilitated sessions to share their thoughts, and input from virtually all Departments was provided. A Community Survey was launched on the ‘Let’s Talk Pickering’ platform and ran from mid-June until the end of September 2023. Engagement sessions with community members, business sector representatives, partners and Advisory Committee members were convened from mid-August until the end of September, and an analysis of the results from the comprehensive engagement process was undertaken. In October 2023, a Final Draft Corporate Strategic Plan was developed. At its core are the priorities identified by Council at its March Special Meeting, however, these priorities were shaped and further developed by the feedback and suggestions received during the months-long consultation process. The Final Draft Corporate Strategic Plan was uploaded again to the City website for additional review and input from interested parties from October 27 to November 8, 2023. Additional comments were received, reviewed and taken into account. After some final revisions, the Final Draft Corporate Strategic Plan can now be presented to the Executive Committee at its December 4, 2023 meeting (see Attachment 1). B. The Plan Process The strategic planning process is summarized as follows: i. Council Workshop – March 2023 ii. Launch of Community Survey at Mayor’s Town Hall – mid-June 2023 -September 30, 2023 iii. Engagement Sessions with community, business, partners, Advisory Committee members, and City staff – August 15 -September 27, 2023 iv. Analysis of Engagement Results - mid-June 2023 -September 30, 2023 v. Development of Final Draft Corporate Strategic Plan – October 2023 vi. Final Draft Corporate Strategic Plan Uploaded to City website for additional review and input – October 27, 2023 -November 8, 2023 vii. Review of additional feedback/input -November 9-13, 2023 viii. Development of Final Draft Corporate Strategic Plan – November 14-16, 2023 ix. Presentation of Final Draft Corporate Strategic Plan to Executive Committee on December 4, 2023 and to Council on December 11, 2023 - 3 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 4 C. The Elements of the Plan: The Corporate Strategic Plan consists of the City’s Vision, Mission, Corporate Values and six Strategic Priorities, all informed by the Corporate Key. The Key consists of good governance and customer service excellence, without which the City cannot deliver on its six Strategic Priorities. The Plan develops and elaborates on the Strategic Priorities by setting out 23 areas of Strategic Focus and 88 Specific Actions. i. Previous efforts to articulate a set of corporate values were updated to reflect the current operating environment and the importance of municipal leadership, innovation, accessibility, diversity, equity and inclusion. Set out below is an overview of the Vision, Mission and Values Statements included in the new Corporate Strategic Plan. Vision: A complete, world class city…inclusive, connected, caring and prosperous. Mission: To provide meaningful municipal services to Pickering’s growing and diverse community efficiently, effectively and responsibly. Values: The City of Pickering will be guided in all its actions and interactions by the following values, principles, and beliefs -referred to as PICKERING: • Professionalism: We are driven to achieve the highest standards of efficiency and effectiveness. We are accountable to each other, to the City, and to our community. • Innovation: We are committed to innovation and creativity in everything we do. We are guided by the need for continuous improvement and are always discovering new and better ways of thinking, acting and delivering on our mandate. We use digital technology to our advantage. • Collaboration & Engagement: We value a culture that focuses on what can be done, not what cannot. We empower employees to find creative solutions to address challenges and we work together. We value the opinion and perspectives of all – all members of Council, all staff, all community members, and all partners. We are committed to meaningful engagement and inclusion. • Knowledge: We value the knowledge and experience of all. We listen to others with the idea of learning. We use data and information to make better-informed decisions, answer questions and build public credibility. • Excellence & Exceptional Service Delivery: We put people first -our community members, partners and our staff. We offer consistently high quality, equitable services, programs and infrastructure to our community. We recognize the key to service excellence is in attracting, developing and retaining a talented cadre of committed staff. We build and strengthen public trust through transparent decision making, honest business practices and open communication. • Resilience: We operate in accordance with the principle of ‘progressive preparedness.’ We anticipate not what is, but what is coming. We think and act strategically with our eye to the future and we embrace resiliency in all we do. - 4 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 5 • Inclusion & Respect: We are inclusive and respectful of all. We respect the differences that make our community distinct from any other place on the planet. We take action to provide equitable access to opportunity, services and programs. • Nimble: We are nimble, effective and efficient. We are agile and committed to continuous improvement. • Growing Responsibly: We are leaders and innovators in city and community building. We will manage growth thoughtfully and sustainably, while balancing environmental stewardship, economic stability, social equity and inclusion, infrastructure support, cultural preservation, meaningful community engagement and resilience. ii. Strategic Priorities: Priority 1: Champion Economic Leadership and Innovation Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Priority 5: Strengthen Existing & Build New Partnerships Priority 6: Foster an Engaged & Informed Community It is important to note that the Priorities are not listed in order of importance. They are all necessary to move Pickering forward as a connected, world-class City. iii. Corporate Key: Pickering’s ability to deliver on its Strategic Priorities is enabled by the Corporate Key: delivering on good governance and customer service excellence. Good governance requires fiscal prudence, open and transparent decision making and customer-focused program and service delivery. iv. Specific Actions/Areas of Strategic Focus: The Plan sets out 23 areas of Strategic Focus, as well as 88 Specific Actions, all of which have been informed by the input of Council at its March, 2023 Special Meeting, and also by the input of the community, City staff and stakeholders. The Actions set out in the Plan represent specific expressions of the City’s Vision, Mission and Values, and they will position the City to meet the many challenges that confront it. The Strategic Plan makes note of several key challenges that the City must anticipate and address, including: • Managing the growth that is coming • Anticipating the needs of current and future community members • Building capacity across services, programs and infrastructure to ensure Pickering is a world class, complete community • Advocating for essential services for our community members to ensure a high quality of life • Capitalizing on the many assets and attributes that make Pickering so unique - 5 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 6 • Attract new business and employers. Support growth and opportunities for the business community • Providing opportunities for youth – the next generation of leaders • Ensuring staff and citizens are engaged and informed. Of specific note is perhaps the single biggest challenge that the City will face: rapid and significant population growth. The City must be in a position to anticipate that growth, deliver efficient, inclusive, relevant and valuable municipal services and, at the same time, remain fiscally prudent. The Strategic Plan will help the City meet this challenge. D. Community, Staff and Stakeholder Engagement: Engagement of residents, City staff, business representatives, and Advisory Committee members who live and work in Pickering was identified as a critical foundation for developing the Plan. A comprehensive Engagement Strategy was developed that promoted a multi-channel approach focused on reaching a wide range of internal and external stakeholders). i. How the City reached out: Set out below is a summary of the different methods used to engage community stakeholders: • 7 interviews with Mayor and Members of Council • 9 staff consultations (by Department) • 3 staff-facilitated live presentations • 9 community group/advisory committee presentations • 14 staff-facilitated information pop-ups • 35 doors knocked on (street team information sharing to local businesses, places of worship, seniors residences) • 1250 Survey Responses • 5,300 Total Project Website Visits In addition to the survey responses, the Mayor conducted interviews with each Member of Council. Staff engagement sessions were led by Department Ambassadors. Three staff- facilitated live presentations were made, nine community group/advisory committee presentations were held, fourteen staff-facilitated information pop-ups were undertaken and a street team knocked on doors, and visited local businesses, places of worship and seniors residents to enhance awareness and promote involvement. ii. Summary of Input Received: Participants shared the top 3 characteristics that they considered important in defining the Pickering of the future. The 3 most widely valued characteristics were: • A world-class City • An equitable, diverse, and inclusive community • A sustainable community. - 6 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 7 These are reflected in the Vision and also in the Strategic Priorities that form the basis for the new Corporate Strategic Plan. From the responses of participants, six top Actions that were identified as being of strategic importance. These were: i. Economic Growth and Opportunity ii. Community Safety and Well-Being iii. Environmental Leadership iv. Good Governance v. Infrastructure Investment and Renewal vi. Strong Community Partnerships. Those who responded to the community survey and attended the engagement sessions were solidly aligned in terms of identifying the issues that were top-of-mind when considering the Pickering of the future. These top-of-mind issues included: • Access to medical services & health care practitioners • Balanced approach to budgeting • Community Safety & Well-being • Connected, Accessible & Integrated Community • Create a unique identity • Economic opportunities for youth (youth employment) • Ensure City is forward-thinking • Environmental Innovation • Infrastructure Investment & Renewal • Homelessness • Housing Availability & Supply • More innovative community engagement • More opportunities for engagement with Council (informal) • Partnerships with APBOT, agricultural community, PABRT, youth and academia • Promote Pride of Place. All of these issues have been incorporated into the Strategic Plan. It is important to note that there is a solid alignment of thinking with respect to areas of strategic focus and action among Council, City staff, Advisory Committee Members, community and partner organizations and representatives of the agricultural and business sectors. The six Strategic Priorities identified in the Plan reflect the priorities of the community and the Strategic Actions contained in the Plan reflect the direction the community feels is needed to ensure that the City of Pickering thrives. There was significant interest at the community level in the Corporate Strategic Plan. Feedback regarding the process and the draft Strategic Plan was, for the most part, extremely positive. Community members, partners, sector representatives and Advisory Committee members appreciated the opportunity to be engaged and were particularly interested in learning about the corporate priorities and having an opportunity to shape the Plan. Those who - 7 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 8 participated in the strategic planning process are keen to understand how their input has made a difference. There was no critical commentary offered during any of the face-to-face meetings. One of the key messages from the community was that the City of Pickering has the best of both worlds: densely populated, urbanizing areas to the south, and rural and agricultural areas to the north. This diversity makes Pickering unique. There is an opportunity to build on these assets and to do things right – build an integrated, accessible and inclusive community we are all proud of. There is a need but also a real opportunity to embrace innovation and ensure that innovation is an integral part of all aspects of the Final Plan. This input from the community has been incorporated into the Corporate Strategic Plan. For Council’s reference, the following is a high-level overview of some of the valuable input received from participants during the seven month consultation process: Vision: • Strong support for balanced, responsible growth and concurrence with the City’s desire to be a ‘complete City.’ With respect to a ‘complete City’, the new City Centre needs to be accessible…to all. • Good support for the draft Vision, with some suggestions for the inclusion of additional (and perhaps more fulsome wording). Goals: • Solid alignment with the goal areas. A few suggested tweaks but no major gaps identified. • Solid support for environmental leadership and a recognition that a complete community includes integrated green spaces, trails, open spaces, etc. Actions: • Solid alignment across the board with the action items identified. Some additions have been recommended; most comments focused on including more granular data/information/specifics. Ongoing Community Engagement: • Take a more strategic approach to digital engagement (consider when Facebook and TikTok and Twitter are no longer). • Advance a more fulsome community engagement approach – one that includes opportunities for community members to connect with elected officials in an informal way (other than formal Town Halls). Community Needs (Planning for the Future): • Highlight the need to advocate for access to medical practitioners and health care services. • Anticipate growth that is coming and strategically address changing community needs (current and future population). • Collaborate with Durham Region municipalities to offer services to support those in need. Good Governance: • More decision making transparency. • More direct reporting on results to the community. - 8 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 9 • Fiscal prudence: diversify the tax base away from residential taxes. Economic Growth and Diversification: • Support small and medium size businesses as well as large. • Support home based businesses. • Partner with academic institutions to bring jobs to Pickering and provide opportunities for youth employment. • Keep people in Pickering – working, living, coming here to visit and enjoy all that Pickering has to offer. Environmental Leadership: • Emphasize the City’s green spaces – they are part of the fabric of a complete, healthy and sustainable community. • Strong support for the City to take an innovative and leading edge approach to environmental leadership and sustainability. • Apply green building standards to roads, housing…all aspects of City service and program delivery. • Work to recognize and respect First Nations ecological knowledge and expertise (ensure this is addressed in Partnerships). Homelessness: • Homeless is a growing concern across the City and the Region. There is an urgent need for community leaders to work together to address the issue (wrap around services). Learn from and work with other municipalities as this is a ‘wicked problem’ that requires a collaborative approach. • Not homelessness per se, but transitional housing and issues pertaining to domestic violence and victims of intimate partner violence. Shelter is needed [reference made to women but could also include men who are the subject of intimate partner violence…is this an opportunity for the City of Pickering to be a ‘first’]. • Supportive housing needs to be referenced in the Plan. • Work with the Region to address the issue of transitional housing. Housing: • The issue of housing supply and availability (attainable not affordable) housing was raised prominently – in the survey, at the Advisory Committee table, and among community members. There is a need for seniors housing (age in place), transitional housing, supportive housing and the City needs to consider what it can do (alone and in partnership with the Region) to advocate for more attainable housing and for a wider range of housing choices. The long wait list for housing at the Region was referenced on numerous occasions. Transportation and Accessibility: • Key issue raised at virtually all meetings and in the survey is transportation, access and accessibility. • Single biggest issue is infrastructure and the lack of transit. This was raised in the survey, at community meetings and at various Advisory Committee tables. For some, the concern - 9 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 10 is a lack of transit availability north of Finch (also raised at the Youth Advisory Committee.) There is a real need for the City to be strategic and identify not only the current state of the road system (municipal), but opportunities to maintain and improve the road system to improve accessibility, mobility and integration across the City. Noted that north/south routes are good but east/west navigation is problematic. • The Plan should be revised to make reference to aging infrastructure, the need for better and more integrated transit and transportation connectivity and accessibility. • Address the gap in the Plan: no reference to the impacts of climate change on infrastructure (building resiliency). Waterfront, Cultural Heritage Assets and Tourism: • Recognition that the waterfront is a jewel and there are tremendous opportunities to build on and enhance the assets we have. Make the waterfront a destination. • Build on tourism features and functions and support the tourist sector. • Reference cultural heritage as Pickering has the best of both worlds and is unique, given the rural north and the more urbanized south. Youth: • Create opportunities for youth (recreational, programming, leadership and connections with community leaders). Youth raised a number of innovative suggestions regarding digital engagement and enhanced transportation. • A number of suggestions: Better use of technology that resonates with youth (Discord, TikTok, Instagram) More opportunities for youth to be environmental leaders (green leaders for green space clean up, Millennium Square) More partnerships/connections between youth and Council Better and more integrated transit options Ensure green spaces are accessible not only by vehicles but by bikes, walking and public transit Address aesthetics (garbage on trails) Consider opportunities to advance environmental innovation More services and programs for the growing population A youth gathering space – work with youth to identify a gathering space that is inclusive and welcoming – a place for youth to gather safely Youth Volunteer and Placement opportunities with the City acting as a conduit/connector Consider whether the City is doing enough to stay green…is the City providing enough green space and natural places that are accessible and in balance with the development that is underway and is coming to the City? Update and improve the website as it is difficult to navigate Address pedestrian safety on the Pedestrian Bridge (buffer needed) – falls under infrastructure investment Look for ways to improve operational effectiveness and efficiency (i.e. multi-year parking passes, etc.). - 10 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 11 Partnerships: • Partners are supportive and extremely interested in working with the City to advance priorities (Anti-Black Racism Task Force, farming community, business community, Heritage Advisory Committee, etc.). • Reference is made in the draft Plan to building the relationship with First Nations which was recommended to be enhanced to refer to an acknowledgement of their expertise and the ability to work in collaboration on issues that are of interest (i.e. ecological knowledge). The Plan was enhanced to address the points that were shared with staff. With the contributions of Council, residents, City staff, the business community, Advisory Committee members and community organizations, the City has developed its first Corporate Strategic Plan. The Strategic Plan will enable Council and staff to build a bright future for all who live, work and play in the City of Pickering. It is essential that the Corporate Strategic Plan has a tangible, meaningful impact on the City’s ongoing operations. To this end, subject to Council’s endorsement, staff will prepare an operational plan to coordinate and program the impact of the Strategic Plan on every City Department. This will ensure that the Values, Vision, Mission and Priorities in the Strategic Plan are put into action in the work plans for all Departments. Staff will Report to Council annually on the City’s progress in carrying out the Actions set out in the Corporate Strategic Plan. Attachment: 1. City of Pickering Corporate Strategic Plan Prepared By: Original Signed By: Paul Bigioni Director, Corporate Services & City Solicitor PB:ks - 11 - LEG 06-23 December 4, 2023 Subject: The Corporation of the City of Pickering -Corporate Strategic Plan Page 12 Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 12 - -C40/ PlCKERlNG , r Attachment #1 to Report LEG 06-23 CorporateStrategicPlan 2024-2028 - 13 - 1. Land Acknowledgement 4 2. Equity, Diversity & Inclusion (EDI) Commitment 5 3. Introductory Remarks - Mayor‘s Message & CAO‘s Message 6 - 7 4. The Process 8 5. What we Heard 9 - 11 6. How is this Strategic Plan Tailored to Pickering? 12 7. Structure of the Strategic Plan 13 8. Vision 14 9. Mission Statement 14 10. Corporate Values, Principles & Beliefs 15 11. Strategic Priorities: Overview 16 12. The Corporate Key & Six Strategic Priorities 18 - 19 12. 1. Priority 1: Champion Economic Leadership & Innovation 20 12. 2. Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community 21 12. 3. Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community 22 12. 4. Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency 23 12. 5. Priority 5: Strengthen Existing & Build New Partnerships 24 12. 6. Priority 6: Foster an Engaged & Informed Community 25 12. 7. Measure & Progress Reporting 26 Table of Contents Corporate Strategic Plan City of Pickering - Corporate Strategic Plan<<<<pg 2 - 14 - pg 3 >>>>City of Pickering - Corporate Strategic Plan - 15 - We acknowledge that the City of Pickering resides on land within the Treaty and traditional territory of the Mississaugas of Scugog Island First Nation and Williams Treaties signatories of the Mississauga and Chippewa Nations. Pickering is also home to many Indigenous persons and communities who represent other diverse, distinct, and autonomous Indigenous nations. This acknowledgement reminds us of our responsibilities to our relationships with the First Peoples of Canada, and to the ancestral lands on which we learn, share, work, and live. Land Acknowledgement City of Pickering - Corporate Strategic Plan<<<<pg 4 - 16 - The City of Pickering is committed to Equity, Diversity and Inclusion (EDI). EDI is an achievable outcome when disparities in the system are addressed. Creating equitable outcomes requires an intentional approach. The City of Pickering will be proactive in addressing EDI in general to address issues associated with equitable and inclusive access to services, programs, and infrastructure. The City will also take steps to address discrimination and systemic racism to ensure residents have access to City employment opportunities, programs and services, and feel welcome in Pickering. The City of Pickering will also take steps to ensure that the City is a leader in promoting EDI in the workplace. The City’s EDI Strategy will act as a solid foundation for guiding the City as it conducts its business as both a municipality and an employer. Already a leader in EDI through its work with the Anti-Black Racism Taskforce, the City will continue to ensure community groups and organizations including the PAC4Teens Advisory Committee, the 2SLGBTQI+ Community, the Pickering Accessibility Advisory Committee, the Cultural Advisory Committee, the Library‘s Anti- Black Racism Working Group (ABRWG) and the Adult 55+ Committee continue to be supported. Equity, Diversity & Inclusion (EDI) Commitment >>>>City of Pickering - Corporate Strategic Plan pg 5 - 17 - Kevin Ashe Mayor, City of Pickering Mayor s Message I made a promise to Pickering residents when I frst became Mayor, and that was to serve this great City with integrity and honour, and collaborate with my colleagues on Council to realize Pickering’s potential as a truly elite City. When I describe Pickering as great, I’m not just referring to who we are now, but also who we are destined to be. In order to accomplish ambitious goals for Pickering’s future, it is vital that Council is united in a shared vision and supports a clear path forward. We fnd ourselves at a crucial juncture in Pickering’s history, and this plan serves as the blueprint that maps out how we address and manage the immense pressures, opportunities, and challenges coming our way. While this plan originated from extensive discussion and collaboration between myself and my colleagues on Council, I must stress that community engagement also lies at the heart of it, and has helped shape the fundamental principles that underpin the strategy. By creating space to receive input from staf, members of the public, businesses, community groups, and stakeholders, we have identifed a clear path forward to efectively prioritize our resources, allocate budgets, and execute on a shared vision that will have a lasting positive impact on our community. Let us embrace this Strategic Plan as our shared vision, a roadmap to a bright future and a testament to our commitment to building a city that we can all be proud of. ‚ City of Pickering - Corporate Strategic Plan<<<< . . . . ---- pg 6 - 18 - Marisa Carpino Chief Administrative Ofcer, City of Pickering ‚CAOs Message On behalf of City of Pickering staf, I’m excited to share our frst-ever Corporate Strategic Plan. This document acts as a dynamic and evolving blueprint for Pickering’s future. Pickering is a thriving city thanks to the residents and businesses that choose to live, work, and invest here. The unveiling of our Corporate Strategic Plan marks a pivotal moment in our journey. It is a commitment towards progression in the midst of unprecedented growth. Our goal is to ensure that no one is left behind as we lead the way in environmental and technological innovation, providing high-quality jobs and exceeding expectations with our services and programs. We believe in looking at the bigger picture, considering the connections between each other, the environment, technology, and service delivery. Our commitment to action and achieving results is evident in our Strategic Plan. Rather than predict the future, our plan shapes it. This keystone document will guide Council and City Administration in making decisions regarding programs, services, and infrastructure, and propelling us into a future where Pickering‘s potential knows no bounds. >>>>City of Pickering - Corporate Strategic Plan I pg 7 - 19 - Council Workshop March 2023 Development of Final Draft Strategic Plan October 2023 Launch of Community Survey at Mayor’s Town Hall Mid-June 2023 - September 30, 2023 Analysis of Engagement Results Mid-June 2023 - September 30, 2023 Engagement Sessions with Community, Business, Partners, Advisory Committee Members, and Staff August 15 – September 27, 2023 Final Draft Strategic Plan Uploaded to City Website for Additional Review & Input by Community, Business, Partners, Advisory Committee Members & Staff October 27, 2023 - November 8, 2023 Review of Additional Feedback/Input on the Final Draft November 9 13, 2023 Presentation of Final Corporate Strategic Plan to Executive Committee (December 4, 2023) & Council (December 11, 2023) Development of Final Strategic Plan November 14-16, 2023 Community Strategic Plan Launched December 2023/January 2024 City of Pickering - Corporate Strategic Plan<<<< pg 8 The Process - 20 - Total Project Website Visits 5.3K From mid-June to September 30, members of the public had the opportunity to learn about the project and share their feedback. Survey Responses 1,250 Participation This Plan has been developed as Pickering’s frst Corporate Strategic Plan. It will be used to guide Council and City Administration over this term of Council and beyond. It has been informed by extensive input and feedback from residents, businesses, community groups, partners, and staf. It has also been developed based on the advice and guidance the City has received from the many Advisory Committees and volunteers who continue to contribute to civic engagement, including those who serve on the Accessibility Advisory Committee, Community Safety & Well-Being Advisory Committee, Cultural Advisory Committee, Durham Agricultural Advisory Committee, Adult 55+ Committee, Heritage Advisory Committee, and Pickering Anti-Black Racism Taskforce. To all who took the time to participate, thank you. A snapshot of what we heard collectively is captured below: What we heard >>>>City of Pickering - Corporate Strategic Plan [~* ~ 00 _Q_ pg 9 Community Engagement 07 interviews with Mayor and Members of Council 09 staff consultations (by department) 03 staff-facilitatedlive presentations 09 community group/advisorycommittee presentations 14 staff-facilitatedinformation pop-ups 35 doors knocked on (street team information sharing to local businesses, places of worship, seniors residences) - 21 - The Vision A world-class city An equitable, diverse, and inclusive community The Vision Participants shared the top 3 characteristics that they want to define Pickering as. Top 3 A sustainable community City of Pickering - Corporate Strategic Plan<<<< ca ca • • • • • • • • • • ca ca • • • • • • • • • • pg 10 Top 5's Participants shared the top five actions that they think would support each of the six Draft Goal Areas best. Per cents represent the participants who strongly or somewhat agree that the Draft Goal Areas reflect the priorities of the community. Economic Growth (78% )and Opportunity Attract and retain quality employment opportunities through new and existingbusinesses of varying sizes and sectors. Attract post-secondary educationinstitutions to support job creation,research and academia, and grow Pickering’s skilled labour force. Promote and support local economicdevelopment (including home-basedbusinesses). Promote and support the agriculturalcommunity. Promote and support tourism and arts/cultural opportunities, recognizing theyare a driver of economic and social development. Environmental (77% )Leadership Preserve,protect, and enhance Pickering’snatural heritage features, including trails, parks and open spaces, urban forests,watercourses, and Pickering’s waterfront. Demonstrate innovation in green buildingdesign, corporately, and work with thedevelopment community to promote the same principles throughout the city. Monitor the City’s Waste Managementprogram and incorporate best practices. Promote active and environmentally-friendly modes of transportation andinfrastructure. Consider and implement the City’s sustainability objectives when it comes tooverall decision making. Community Safety (80% )and Well-Being Advocate for improved access to medicalfacilities and services, as well as healthcare staff. Identify opportunities to enhance the safety and accessibility of the City’s roads,sidewalks, parks, and open public spaces. Support and promote local efforts toadvance community safety and well-being. Promote and support opportunities foraffordable housing. Promote and support the City’s emergencypreparedness efforts, including the core services of Pickering Fire Services. Good (74% )Governance Continue Council’s commitment to transparent and open municipal government. Ensure fiscal sustainability and competitivelevels of taxation. Advance digital service delivery and citizenexperience that is accessible, trustworthy, and convenient, and that supportsPickering’s diverse population and growth. Maintain appropriate staffing levels toensure customer service excellence. Introduce systems to improve the safetyand security of municipal facilities and assets. - 22 - >>>>City of Pickering - Corporate Strategic Plan ca ca • • • • • • • • • • \ I I cy I I \ ~ ~ <> ~ ~ ~ ~ @ Effi _ .. _. ,_ ; .. -'*\I/,. _ ... ... • / I \ pg 11 Infrastructure Strong Investment (77% ) Community (72% )and Renewal Partnerships Provide safe and reliable municipal Promote and support partnerships with infrastructure (roads, sidewalks, bridges, other levels of government onfacilities) through timely and cost-effective opportunities related to economicinvestment of maintenance, rehabilitation development, infrastructure, funding, and replacement activities. and educating and engaging with thecommunity. Invest in and ensure that current and future facilities, parks, and amenities (and Expand opportunities for communityuses and programs provided within) are consultation, engagement, and responsive to the diverse needs of education. Pickering’s growing community. Promote and support an equitable, Expand and upgrade the City’s walking diverse, and inclusive community thatand cycling infrastructure to improve fosters a sense of belonging, walkability and connectivity. empowerment, and respect among all community members.Advance the Integrated Transportation Master Plan to develop a safe and well-Promote and support industry andconnected transportation system that community partnerships.offers inclusive mobility, supports complete and sustainable communities, Support partnerships with keyand facilitates continued economic stakeholders who promote thegrowth. retainment and attraction of businesses to Pickering.Plan, design, and build future infrastructure that is resilient to changingclimate conditions. Pickering of the future - what’s top of mind Partnerships with Infrastructure Community safety & APBOT, agricultural investment & renewal well-being community, PABRT, youth, and academia More opportunitiesConnected, accessible &Housing availability for engagement withintegrated community& supply Council (informal) Access to medical EconomicBalanced approachservices & health opportunities (youthto budgetingcare practitioners employment) More innovative EnvironmentalHomelessness community innovation engagement Promote pride of Ensure City is Create a unique place forward-thinking identity - 23 - City Council works in several critical inter- related areas, as well as with the Region of Durham, adjacent municipalities, and other partners. While there are specifc City-driven services, programs and infrastructure, there are other areas of service delivery that are beyond the scope and mandate of the City of Pickering. City Council makes decisions (and City Administration acts on Council direction) relating to the funding and management of the City, while balancing the needs of its citizens. Balancing the budget at the City is a legislative imperative. The delivery of City services however often requires a collaborative approach that involves not only the Region (whose mandate includes housing, Regional roads, etc.) but also requires the City to advocate for and work with upper levels of Government. Partners also play a vital role in ensuring the needs of citizens are met. All businesses and industry that drive Pickering’s economy contribute to the high quality of life that all who live, work and come to Pickering enjoy. This Strategic Plan – a frst for the City of Pickering – builds on the legacy of innovation and growth through technology, coupled with a remarkably high quality of life and a strong sense of belonging. The City is growing and is strategically positioned, situated adjacent to the heart of Canada’s largest market. In the pages of this document, you will see a profound commitment to accessibility, equity and inclusion. You will read about the importance of anticipating what is coming and taking a proactive approach to address the critical challenges we face. Critical among these challenges are: • Managing the growth that is coming • Anticipating the needs of current and future community members • Building capacity across services, programs and infrastructure to ensure Pickering is a world class, complete community • Advocating for essential services for our community members to ensure a high quality of life • Capitalizing on the many assets and attributes that make Pickering so unique • Attracting new business and employers. Supporting growth and opportunities for the business community • Providing opportunities for youth – the next generation of leaders • Ensuring staf and citizens are engaged and informed The forecasts for future population growth and future development are high. Pickering must be in a position to anticipate this growth, deliver efcient, efective and inclusive, relevant and valuable municipal services and, at the same time, remain fscally prudent as stewards of the public purse. To all who took the time to assist with the development of this Strategic Plan, we hope you will review this document and see how your insight and wisdom has helped to shape this document. How is this Strategic Plan Tailored to Pickering? City of Pickering - Corporate Strategic Plan<<<<pg 12 - 24 - Vision Mission Co r p o r a t e Pr i o r i t i e s Co r p o r a t e Pr i o r i t i e s Equity, Diversity and Inclusion Commitment Statement Corporate Values Deliver on Good Governance Customer Service Excellence [Fiscal Prudence, Open & Transparent Decision Making, Customer-Focused Program & Service Delivery] Priority 1:Champion Economic Leadership & Innovation Priority 2:Advocate for an Inclusive, Welcoming, Safe & Healthy Community Priority 3:Advance Innovation & Responsible Planning to Support a Connected, Well Serviced Community Priority 4:Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Priority 5:Strengthen Existing & Build New Partnerships Priority 6:Foster an Engaged & Informed Community 1 2 3 4 5 6 THE KEY Structure of the Strategic Plan >>>>City of Pickering - Corporate Strategic Plan pg 13 - - 25 - Mission Statement ”The City of Pickering plays an important role as the public face of municipal service and ” City of Pickering - Corporate Strategic Plan<<<< pg 14 Vision The Vision refects a commitment to innovation and leadership. Pickering: A complete, world class city…inclusive, connected, caring, and prosperous. program delivery. Unlike any other level of government, the City impacts every resident at every age and stage of their life, every day. The City’s role is limited to providing the services, programs and infrastructure that fall within its legislative mandate. At the same time, the City (comprised of Council and Administration) work with partners and support eforts that are underway at the Region of Durham and upper levels of government to ensure that Pickering’s citizens enjoy a high quality of life. To provide meaningful municipal services to Pickering’s growing and diverse community, efficiently, effectively and responsibly. - 26 - The City of Pickering will be guided in all of our actions and interactions, by the following corporate values, guiding principles, and core beliefs. Corporate Values, Principles & Beliefs Professionalism: We are driven to achieve the highest standards of efciency and efectiveness. We are accountable to each other, to the City, and to our community. Excellence & Exceptional Service Delivery: We put people frst - our community members, partners and our staf. We ofer consistently high quality, equitable services, programs and infrastructure to our community. We recognize the key to service excellence is in attracting, developing and retaining a talented cadre of committed staf. We build and strengthen public trust through transparent decision making, honest business practices and open communication. Collaboration & Engagement: We value a culture that focuses on what can be done, not what cannot. We empower employees to fnd creative solutions to address challenges and we work together. We value the opinion and perspectives of all – all members of Council, all staf, all community members, and all partners. We are committed to meaningful engagement and inclusion. Inclusion & Respect: We are inclusive and respectful of all. We respect the diferences that make our community distinct from any other place on the planet. We take action to provide equitable access to opportunity, services and programs. Innovation: We are committed to innovation and creativity in everything we do. We are guided by the need for continuous improvement and are always discovering new and better ways of thinking, acting and delivering on our mandate. We use digital technology to our advantage. Resilience: We operate in accordance with the principle of ‘progressive preparedness.’ We anticipate not what is, but what is coming. We think and act strategically with our eye to the future and we embrace resiliency in all we do. Knowledge: We value the knowledge and experience of all. We listen to others with the idea of learning. We use data and information to make better-informed decisions, answer questions and build public credibility. Nimble: We are nimble, efective and efcient. We are agile and committed to continuous improvement. Growing Responsibly: We are leaders and innovators in city and community building. We will manage growth thoughtfully and sustainably, while balancing environmental stewardship, economic stability, social equity and inclusion, infrastructure support, cultural preservation, meaningful community engagement and resilience. >>>>City of Pickering - Corporate Strategic Plan pg 15 - 27 - Deliver on Good Governance Customer Service Excellence [Fiscal Prudence, Open & Transparent Decision Making, Customer-Focused Program & Service Delivery] Priority 1:Champion Economic Leadership and Innovation Priority 2:Advocate for an Inclusive, Welcoming, Safe & Healthy Community Priority 3:Advance Innovation & Responsible Planning to Support a Connected, Well Serviced Community Priority 4:Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Priority 5:Strengthen Existing & Build New Partnerships Priority 6:Foster an Engaged & Informed Community 1 2 3 4 5 6 THE KEY The City of Pickering has identifed six specifc priorities – all of which are important – that will move the City forward as a connected, world class City. Central to the achievement of these priority areas is the need for good governance and a commitment to customer service excellence. Good governance includes fscal prudence and the stewardship of public funds, open and transparent decision making, customer-focused program and service delivery and an acknowledgement that the City must continue to be an employer of choice. Strategic Priorities: Overview City of Pickering - Corporate Strategic Plan<<<< pg 16 - - 28 - >>>>City of Pickering - Corporate Strategic Plan pg 17 - 29 - The Corporate Key & Six Strategic Priorities The City’s Strategic Plan is built on a solid foundation of customer service excellence. Without good governance, it would be impossible for the City to deliver on the six strategic priorities* identifed in this Plan. Good governance (fscal prudence, open and transparent decision making, customer- focused programs, services and infrastructure that are accessible and inclusive of all) is key to building a complete, world class City. Important Point of Note: No Priority Ranking of Priorities The City of Pickering has identifed six priority areas. It is important to note that these are not presented in rank order – they are all important. Reference to Priority 1, for example, does not suggest that this is the top order priority. It is simply one of the six priority areas that have been identifed as the areas of strategic focus. Collectively, all six priority areas will – individually and collectively – move the City of Pickering forward as a connected, world class City. Deliver on Good Governance Customer Service Excellence [Fiscal Prudence, Open & Transparent Decision Making, Customer-Focused Program & Service Delivery] THE KEY City of Pickering - Corporate Strategic Plan<<<< pg 18 - - 30 - Corporate Key: Good Governance/Customer Service Excellence Strategic Objective: To ofer exemplary service to all community members through a commitment to fscal prudence, efective and efcient municipal operations, equitable, accessible and inclusive programs and services, and innovative municipal government leadership. Strategic Focus Specifc Actions Be Financially Sustainable • Continue to place priority on responsible budget management • Deliver municipal services, programs and infrastructure to meet the needs of current and future residents while balancing the impact to taxpayers • Identify opportunities to diversify revenue sources to reduce reliance on property taxes Promote Organizational Efciency & Efectiveness • Promote service modernization by using technology to advantage (improve efciency, automate processes, and reduce administrative overhead) • Undertake a workplace modernization review and needs assessment to identify opportunities resulting from remote work • Undertake an evaluation of municipal services, facilities and assets for cyber and other security and safety risks and implement mitigation measures to ensure service continuity • Explore opportunities to implement clean energy and sustainable design standards at municipal facilities and City infrastructure projects Provide Exceptional Customer Service • Identify opportunities to ensure the City’s workforce is diverse and refective of the community it serves • Continue to monitor customer service standards with a view to advancing continuous improvement • Ensure City services, programs and infrastructure is equitable, accessible and inclusive for all community members Be an Employer of Choice • Develop and implement the City’s Equity, Diversity and Inclusion Strategy • Identify opportunities to enhance internal communications and engagement across the Corporation • Advance a comprehensive Human Resource Strategy focusing on employee recruitment and retention, knowledge transfer and succession planning, skills building and continuous improvement • Adopt a strategic approach to internal corporate capacity building to ensure the City is able to meet the needs of a growing, diverse population >>>>City of Pickering - Corporate Strategic Plan pg 19 - 31 - Priority 1: Champion Economic Leadership and Innovation Strategic Objective: To champion economic leadership and innovation by promoting economic growth, supporting and retaining existing business and key economic sectors, and attracting high quality employment opportunities for all. Strategic Focus Specifc Actions Champion job creation and economic advantage • Continue to implement the City’s Economic Development Strategy • Leverage grant funding to support City-wide connectivity (internet and mobile service) • Continue to advance economic opportunities for Pickering in terms of business attraction, City positioning and business growth Help business to succeed and add innovation and value • Support agriculture, clean energy, and sectors that are key drivers of economic growth and opportunity • Continue to develop and promote the flm production industry as a key business sector • Further develop the clean energy sector, in recognition of the history of nuclear power in Pickering and the opportunity • Support businesses (in particular, those owned by equity deserving groups) and those of all sizes, including home-based businesses • Encourage and support tourism as an economic driver • Encourage the arts as an economic driver, an essential part of the fabric of a complete, world class City • Ensure City policies support a healthy economy and are consistent with environmental priorities and responsible growth Leverage existing City assets and attributes • Capitalize on existing City assets to support economic growth (e.g. waterfront, cultural heritage, rural and urban areas) • Advance the City Centre Precinct, ensuring the space is inclusive, accessible and welcoming for all • Leverage the City’s geographic location with respect to the economy and quality of life Provide meaningful, high quality employment and opportunities for all Promote and support youth employment • Encourage the growth of the City’s diverse employment base • Identify opportunities to attract and retain high quality employment opportunities in Pickering, including employment opportunities for youth • Provide access to meaningful leadership employment opportunities to refect Pickering’s diverse community • Work with youth and partners to develop a central City-wide repository of employment opportunities for youth • Collaborate on programs to ensure labour-force readiness City of Pickering - Corporate Strategic Plan<<<<pg 20 Priority 1: Champion Economic Leadership and Innovation - 32 - Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community Strategic Objective: To support and advocate for a community that is safe, healthy, accessible, equitable, diverse and inclusive. Strategic Focus Specifc Actions Promote community safety • Enhance community safety through direct service and program delivery • Advance the City’s frst Community Safety & Well-Being Plan • Continue to support the Region of Durham in its eforts to lead the implementation of the Region’s Community Safety & Well-Being Plan • Prioritize safety in the design of municipal infrastructure • Collaborate with Durham Regional Police Service to promote safer communities • Promote and support the City’s emergency preparedness eforts, including the core services of Pickering Fire Services Improve Quality of Life • Advocate for and work with partners to increase access to health care facilities and medical practitioners • Support community members with diverse needs, including those who are experiencing poverty and homelessness • Support the Region of Durham in its eforts to address homelessness through the Region’s implementation of the Afordable & Seniors Housing Strategy • Responsibly advocate for funding from upper levels of government and other partners to support the needs of community members Provide equitable access to municipal services and programs • Implement the City’s Accessibility Plan that focuses on upgrades, renovations, retrofts and programs/services that break down physical and social barriers to participation • Provide resources to implement City’s Equity, Diversity and Inclusion Strategy • Build and enhance relationships with community members to ensure their perspectives are captured, and diverse needs are refected and addressed • Work with upper levels of government, the private sector and not-for-proft organizations to increase the availability and supply of safe, stable and attainable housing (including transitional housing, supportive housing, housing to allow seniors to age in place, etc.) • Continue to support the delivery of municipal services, programs and infrastructure to meet the needs of the current and future population (e.g. Seniors & Persons with Disabilities Snow Clearing Program, Customer Care, evolving and accessible recreational programs and park facilities) • Identify opportunities to enhance services and programs for those 55+ • Work with youth to enhance services and programs, including gathering spaces and places in the City that are accessible, inclusive, safe and welcoming Celebrate community diversity • Promote Pickering’s unique culture and built heritage • Implement the City’s Public Art Plan • Celebrate Pickering’s multi-cultural fabric by supporting and hosting community events and festivals that celebrate diversity >>>>City of Pickering - Corporate Strategic Plan pg 21 Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community - 33 - Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well Serviced Community Strategic Objective: To advance innovative and responsible planning to support a connected, well- serviced community that meets the needs of current and future residents. Strategic Focus Specifc Actions Promote and support responsible planning and sustainable growth • Complete the Comprehensive Zoning By-law Review • Continue to advance the Integrated Sustainable Design Standards that are currently in place to ensure new development considers and incorporates sustainability in its design • Plan and design an increasingly sustainable City by ensuring there is green infrastructure to support population and economic growth for future generations • Identify opportunities to enhance recreational infrastructure and programs to meet the needs of Pickering’s increasingly diverse and growing population Promote community connectivity and accessibility • Recognize the importance of afordable and reliable internet connectivity for social, educational, and political participation and for health care delivery. Identify opportunities to help bridge the digital divide. • Make infrastructure decisions and investments to ensure there is adequate infrastructure to support the growth that is coming to Pickering • Advance the City‘s Integrated Transportation Master Plan to promote a safe, integrated and supportive transportation system • Work with partners to improve public transit options across the City • Promote walkability and increase opportunities for active transportation • Continue to identify opportunities to enhance community internet and mobile connectivity in collaboration with partners City of Pickering - Corporate Strategic Plan<<<<pg 22 Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community - 34 - Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Strategic Objective: To lead environmental innovation and resilience by recognizing the importance of the natural environment as an integral part of any complete, world class City. Strategic Focus Specifc Actions Demonstrate environmental leadership and innovation • Promote, report and advance Environmental, Social and Governance (ESG) framework • Preserve, protect and enhance Pickering’s natural heritage features including trails, parks and open space, urban forests, watercourses and Pickering’s waterfront • Explore good practices in other jurisdictions pertaining to innovative city and community building • Explore opportunities to position Pickering as a clean energy centre Build environmental and infrastructure resilience through proactive climate change mitigation and adaptation measures • Take action and work with partners on climate change mitigation and adaptation measures • Identify opportunities to incorporate innovation, sustainability and resilience in the community design as well as municipal infrastructure (e.g. roads) • Recognize the important role of agriculture and tree canopy in carbon sequestration (carbon budgeting) • Recognize the importance of internet connectivity and digital infrastructure in contributing to climate change mitigation >>>>City of Pickering - Corporate Strategic Plan pg 23 Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency - 35 - Priority 5: Strengthen Existing & Build New Partnerships Strategic Objective: To build stronger partnerships by promoting collaboration across the corporation and with community members and organizations. Strategic Focus Specifc Actions Address community needs through collaboration and partnerships • Advocate for funding to address community needs from upper levels of government and partners • Work more closely with members of the business community and with APBOT in particular • Work more closely with Advisory Committees, including the Anti-Black Racism Taskforce, the Heritage Advisory Committee and the PAC4Teens Activity Council to advance City priorities collaboratively Act as a community connector and community builder through partnerships and collaboration • Take the lead to connect sector representatives, community groups, and organizations (i.e. support urban agriculture, connect farming community and development industry to address issues pertaining to topsoil for example) • Partner with youth to identify additional opportunities for partnership with the City and community leaders Accelerate Pickering’s economy through partnerships and collaboration • Collaborate with others to attract and retain the talent that Pickering’s economy and business require now and into the future • Leverage the City’s role in Durham Region by supporting the work of the Durham Economic Development partnership • Leverage partnerships with academic, health care and environmental institutions and organizations, the business community and the Ajax- Pickering Board of Trade Build Relationships • Identify opportunities to build relationships with community members, stakeholders, Advisory Committee Members and upper levels of government including Indigenous Government City of Pickering - Corporate Strategic Plan<<<<pg 24 Priority 5: Strengthen Existing & Build New Partnerships - 36 - Priority 6: Foster an Engaged & Informed Community Strategic Objective: To build stronger partnerships by promoting collaboration across the corporation and with community members and organizations. Strategic Focus Specifc Actions Make information and services readily accessible and available to all community members • Identify opportunities to enhance digital platforms including social media platforms to share information, provide updates and gather feedback • Promote and support a range of engagement methodologies to address the needs of all community members • Continue to monitor trends and emerging technologies to ensure the City is engaging with community members in ways that are meaningful and relevant • Explore opportunities to make the planning process more readily understandable by interested community members • Develop and implement a digital strategy to improve the delivery of City services to the community Promote Transparent Decision Making and Report on Results • Continue to measure and report on engagement progress • Identify opportunities for elected ofcials to meet more regularly, and more informally with community members Promote civic education and pride • Identify opportunities to increase community understanding of municipal government • Provide enhanced opportunities for community members to become more actively involved in City government (e.g. youth) >>>>City of Pickering - Corporate Strategic Plan pg 25 Priority 6: Foster an Engaged & Informed Community - 37 - Measurement & Progress Reporting The City of Pickering is committed to the ongoing and successful implementation of the goals and strategic actions identifed in this Strategic Plan. The City is also committed to ensuring its citizens are kept informed of the results, as they are achieved. The following activities will be undertaken to measure progress, and to report on success: Create linkages between the Strategic Plan and Staf Reports: Reports to Council will be revised to include a reference to the Strategic Plan. All initiatives proceeding to Council for decision will be required to identify how they align with the Goals and Priorities included in the Plan. Create linkages between the Strategic Vision and the City’s Budget: The budget process will outline how decisions can support the Strategic Plan, particularly as it pertains to the capital budget. Annual reporting to Council and the community. A Progress Report will be prepared by staf on an annual basis for Council to identify any changes to the goals, priority areas and strategic actions, as well as a progress update on the initiatives identifed in the Plan. This Progress Report will be available to interested members of the public as a matter of public record. Municipal Website Update. The City‘s “Let‘s Talk Pickering“ platform will act as a central repository for all information relating to the Corporate Strategic Plan. Staf Reports and Annual Reporting, as well as the date for Annual Strategic Plan Review Meetings and Outcomes will be included. This page can be found at LetsTalkPickering.ca/StrategicPlan. <<<<City of Pickering - Corporate Strategic Plan + + + + pg 26 - 38 - >>>>City of Pickering - Corporate Strategic Plan pg 27 - 39 - Corporate StrategicPlan 2024-2028 City of Pickering One The Esplanade Pickering, ON L1V 6K7 - 40 - Report to Executive Committee Report Number: BLD 01-23 Date: December 4, 2023 From: Kyle Bentley Director, City Development & CBO Subject: Building By-law Amendments under the Building Code Act - File: L-2000 Recommendation: 1. That BLD 01-23 regarding Building By-law Amendments under the Building Code be received for information; 2. That the City’s Building By-law 7362/14, as amended, which provides for the administration and enforcement of the Building Code Act, 1992 within the City of Pickering, be repealed, and that the new City Building By-law, as set out in Attachment #1 to Report BLD 01-23, be approved, finalized, and forwarded to Council for enactment; and 3. That City officials be authorized to undertake the necessary actions to give effect to Council’s decision. Executive Summary: The purpose of this report is to introduce proposed amendments to the City’s Building By-law to improve the by-law’s effectiveness and functionality through various proposed housekeeping amendments. The current Building By-law is required to be updated to ensure compliance with the regulatory environment within which the Building Services Section operates, and to properly fulfill its legislative duties under the Building Code. Although the existing By-law, as amended, is generally appropriate and currently meets Provincial legislative requirements, staff have identified opportunities to update the wording throughout the By-law that would better account for the City’s transition to electronic plans review, and clarify application submission requirements for the property owner/applicant. The updated By-law will also update definitions and provide wording that is consistent with other Municipal Building By-laws. Considering the number of minor revisions throughout the body of the By-law, and for simplicity, staff are recommending that the existing City Building By-law be repealed and replaced with a new City Building By-law (see Attachment #1, Recommended Amendment to the City's Building By-law). Financial Implications: The recommendations of this report do not present any financial implications for the City. - 41 - BLD 01-23 December 4, 2023 Subject: Building By-law Amendments under the Building Code Act Page 2 Discussion: 1. Background 1.1 The Building Code Act The construction, renovation, demolition and change of use of buildings are regulated through the Building Code Act, 1992 (BCA) and the Ontario Building Code (OBC). The BCA and the OBC are enforced locally, through municipalities, by reviewing building permit applications, issuing permits, inspecting buildings under construction, and taking enforcement action where contraventions are found. The BCA sets the regulatory framework for the construction, renovation, and change of use of buildings. It sets out or authorizes technical standards, administrative procedures, enforcement powers, mechanisms for dispute of appeals, and approvals of new products and systems. The Council of a municipality may pass a by-law (The Building By-law) applicable to the matters for which, and in the area in which, the municipality has jurisdiction for the enforcement of the BCA. The BCA also authorizes Council to levy permit fees. The responsibility rests with Council to determine an appropriate fee structure for all classes of building permits. Council currently has in place By-law 7362/14, with amendments, which is required to provide for the administration and enforcement of the BCA and the OBC within the City. 2. Summary of the Proposed Changes A full review of the existing Building By-law was conducted with the goal of modernizing terminology, updating references to provincial statues, and introducing improvements where required through editorial changes. The proposed changes within the new By-law are intended to clarify Building Permit requirements; and enhance both enforcement tools and the electronic permitting process. The amendments to the Building By-law are primarily of an administrative or “housekeeping” nature and include the following highlights: • appointment of Intern Inspectors; • updates to include Electronic Submission requirements for building permit applications; • update to authorize the Chief Building Official to appoint individuals as Building Officials; • update of the Certified Model Home process; • update to the application of the Building Permit Surcharge; • addition of a limitation period to the Fee Refunds section; - 42 - BLD 01-23 December 4, 2023 Subject: Building By-law Amendments under the Building Code Act Page 3 • addition of Commercial Construction Protection requirements given the increase in high density development in established areas; • addition of the requirement to post constructor contact information on site; and • updates to Schedules A to E. 2.1 Electronic Submissions for Building Permit Applications Since the passing of the current Building By-law in 2014, there have been a number of process changes within Building Services and the design industry. Although the building permit review process for most municipalities was predominantly paper based (prior to 2020), certain large municipalities, such as Toronto and Markham, had made significant progress with respect to electronic plans review. Private sector firms, engaged in the design of buildings, had long since established the use of computer aided design software systems. With the onset of the COVID-19 pandemic, many municipalities transitioned their processes to a digital format to continue to serve their residents and issue building permits safely. Building Services was well poised for this transition. In a joint project with the Information Technology (IT) Section, starting in 2018, the planning for a digital portal for permit submissions had already begun. The City’s adoption of an electronic building permit review process has optimized the use of current technology and has provided opportunities for improved customer service and efficiencies through: • streamlining workflows; • consistency with building permit documentation; • minimization of printing costs; • reduced archiving and storage costs; • reduced trips by the applicant and representatives to the Civic building; and • flexibility for customers to submit permit applications 24 hours a day, 365 days/year. The proposed By-law streamlines the internal process changes and the incorporation of significant legislative changes implemented by the provincial government. Pickering Resident Interface for Service Modernization (PRISM) successfully launched in July 2023, with the outward facing application of MyPickering. This initiative allows for residents to access City services, offered by various departments, wherever they have an internet connection. A key feature of this program allows users to apply for building permits through a portal. While limited to residential submissions at this time, work is in progress to accept applications for commercial projects. 3. Consultation Throughout the preparation of this new Building By-law, a number of Building By-laws from several Ontario municipalities of similar size, were reviewed for consistency, including municipalities within Durham Region. - 43 - BLD 01-23 December 4, 2023 Subject: Building By-law Amendments under the Building Code Act Page 4 Additionally, the following groups were consulted: •Durham Area Building Departments; •Select GTA Building Departments; and •CUPE 129. 4.Conclusion Staff are recommending that Council receive Report BLD 01-23, that the City’s Building By-law 7362/14, as amended, be repealed, and that the new City Building By-law, as set out in Attachment #1 to Report BLD 01-23, be approved, finalized, and forwarded to Council for enactment. Attachment: 1.Recommended Amendment to the City's Building By-law Prepared By: Original Signed By Carl Kolbe, CBCO Manager, Building Services & Deputy CBO Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO CK:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 44 - Attachment #1 to Report BLD 01-23 The Corporation of the City of Pickering By-law No. XXXX/XX Being a by-law to provide for the administration and enforcement of the Building Code Act, 1992 within the City of Pickering Whereas Subsection 3(1) of the Building Code Act, 1992, S.O. 1992, chapter 23, provides that the Council of The Corporation of the City of Pickering is responsible for the enforcement of the Building Code Act, 1992 within the City of Pickering; and Whereas Subsection 3(2) of the Building Code Act, 1992 requires that the Council shall appoint a Chief Building Official and such inspectors as are necessary for the enforcement of the Building Code Act, 1992 within the City of Pickering; and Whereas Section 7 of the Building Code Act, 1992 authorizes the Council of a municipality to pass certain By-laws prescribing classes of permits, permit application documents, fees, inspections and other related matters. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: Definitions 1.This By-law may be cited as the Building By-law. 2.(1) In this By-law (a)“Act” means the Building Code Act, 1992, S.O. 1992, chapter 23 as amended; (b)“Alternative Solution” means a substitute for an acceptable solution, proposed by an applicant pursuant to Division A, article 1.2.1.1. of the Ontario Building Code; (c)“as constructed plans” means as constructed plans as defined in the building code; (d)“applicant” means a person who applies for a permit and includes any person authorized by an owner to apply for a permit on the owner’s behalf; (e)“architect” means the holder of a licence, a certificate of practice, or a temporary licence under the Architect’s Act as defined in the Building Code; (f)“building” means a building as defined in Subsection 1(1) of the Act; (g)“building code” means regulations made under Section 34 of the Act; (h)“Chief Building Official” means the person appointed by the Council as the Chief Building Official for the purpose of enforcement of the Act or the Deputy Chief Building Official acting in the capacity of the Chief Building Official from time-to-time in respect of Section 1.1.(6)(c) of the Act; - 45 - By-law No. XXXX/XX Page 2 (i) “construction value” means the value prescribed by the Chief Building Official to represent the total value of all work, services and material associated with the construction for which a permit is applied; (j) “Council” means the Council of The Corporation of the City of Pickering; (k) “deficient permit” means a permit in respect of which, (i) an inspection notice or order to comply has been issued by an inspector; or (ii) an inspection required under the Building Code or this By-law has not been arranged; and six months or more have elapsed after the date the notice was issued or the inspection was required; (l) “Deputy Chief Building Official” means the person appointed by the Council as the Deputy Chief Building Official for the purpose of enforcement of the Act; (m) “Electronic Submission” means the filing of an application for permit or alternative solution, including all required forms, documents and drawings, submitted through an online application procedure approved by the Chief Building Official; (n) “holiday” means days when the offices of the City of Pickering are not open for transaction of business with the public; (o) “inspector” means an inspector as defined in Subsection 1(1) of the Act and listed in Schedule A; (p) “owner” means the registered owner of the land upon which is located, or will be located, the building or part thereof for which an application for a permit is, or has been made; (q) “permit” means permission or authorization given, in writing, by the Chief Building Official; (i) to perform work regulated by the Act or the Building Code or both; (ii) to change the use of a building or part of a building as regulated by the Act or the Building Code or both, or (iii) to occupy a building or a part thereof; (r) “permit holder” means an owner or authorized agent of the owner to whom a permit has been issued, or where a permit has been transferred, the transferee; (s) “professional engineer” means a person who holds a licence or a temporary licence under the Professional Engineer’s Act; and (t) “registered code agency,” means a person that has the qualifications and meets the requirements set out in the Act. - 46 - By-law No. XXXX/XX Page 3 (2) Any word or term not defined in this By-law shall have the meaning ascribed to it in the Act or the Building Code. Appointments 3. (1) The Chief Building Official is authorized to appoint Inspectors to undertake duties as noted in Subsection 1.1(7) of the Act, and (2) Each person whose name is set out in Column 2 of Schedule A is hereby appointed to the position set out beside that person’s name in Column 1 thereof. Code of Conduct for Building Officials 4. Each person listed in Schedule A shall be governed by the Code of Conduct set out in Schedule E, with respect to exercising powers and performing duties under the Act. Classes of Permits 5. Classes of permits with respect to the construction, demolition, change of use and occupancy of buildings and permit fees shall be as set out in Schedule B. Requirements for Filing Permit Applications 6. (1) To obtain a permit, an applicant shall file a complete application on the electronic forms available from the Chief Building Official, or from the Province of Ontario, together with the applicable requirements set out in Subsections (2) to (9). (2) All documents and drawings accompanying an application shall be coordinated with each other and shall be consistent with the description of the proposed work. (3) The owner and applicant shall provide an email address(es) or other appropriate contact information for the purpose of receiving communications from the Chief Building Official regarding the construction, demolition or related matters associated with a permit application or issued permit. The owner or authorized agent of the owner shall inform the Chief Building Official immediately in writing when the email address(es) provided change or become not functional. Building Permits (4) Every application for a building permit under Subsection 8(1) of the Act shall, (a) identify and describe in detail the work to be done and the existing and proposed use and occupancy of the building, or part thereof, for which the application for a permit is made; (b) be accompanied by the plans, specifications, documents and other information prescribed in Section 7 and Schedule C; and (c) be accompanied by the appropriate fee calculated in accordance with Schedule B. - 47 - By-law No. XXXX/XX Page 4 Demolition Permits (5) Every application for a building permit authorizing the demolition of a building under Subsection 8(1) of the Act shall, (a) identify and describe in detail the work to be done and the existing use and occupancy of the building, or part thereof, for which the application for a permit is made, and the proposed use and occupancy of that part of the building, if any, that will remain upon completion of the demolition; (b) be accompanied by the plans, specifications, documents and other information prescribed in Section 7 and Schedule C; (c) be accompanied by the appropriate fee and security deposit calculated in accordance with Schedule B; and (d) be accompanied by confirmation that, (i) arrangements have been made with the proper authorities for the safe and complete disconnection of all existing water, sewer, gas, electric, telephone and other utilities; and (ii) the owner will comply with the City’s Property Standards By-law at the completion of demolition; and Conditional Building Permits (6) Every application for a conditional building permit under Subsection 8(3) of the Act shall, (a) comply with the requirements set out in Subsection 6(4) in this By-law; and (b) be submitted after 20 business days have elapsed from the time the associated building permit application was submitted, (c) be accompanied by, (i) an executed form, available from the Chief Building Official, requesting consideration for a conditional permit and all reasons why the applicant believes that unreasonable delays in construction would occur if a conditional building permit is not issued; (ii) a written acknowledgement from the applicant of the necessary approvals which must be obtained in respect of the proposed construction and the time period in which such approvals shall be obtained by the applicant; (iii) a written agreement, in a form provided by the Chief Building Official, executed by the applicant, the owner and such other necessary persons the Chief Building Official determines for the purposes set out in clause 8(3)(c) of the Act; and (iv) the conditional permit fee in accordance with Schedule B. - 48 - By-law No. XXXX/XX Page 5 (7) The Chief Building Official is hereby authorized to execute on behalf of The Corporation of the City of Pickering the written agreement referred to in clause 6(6)(c)(iii) as part of the conditional building permit application. Change of Use Permits (8) Every application for a change of use permit under Subsection 10(1) of the Act shall, (a) identify and describe in detail the existing and proposed use and occupancy of the building, or part thereof, for which the application for a permit is made; (b) be accompanied by plans and specifications which show the current and proposed occupancy of all parts of the building and which contain sufficient information to establish compliance with the building code, including, but not necessarily limited to, floor plans and details of wall, ceiling and roof assemblies identifying existing fire resistance ratings and load bearing capacities; (c) be accompanied by the appropriate fee in accordance with Schedule B; and (d) be accompanied by the completed documents prescribed in Schedule C. Authority to Occupy Permits for Unfinished Buildings (9) Every application for authorization to occupy an unfinished building under Division C, Sentence 1.3.3.1.(3) and Article 1.3.3.2. of the Building Code shall, (a) identify and describe in detail the occupancy, the date of such occupancy, and the building or part thereof for which the application for an authority to occupy permit is made; (b) be accompanied by plans which show the areas of the proposed occupancy and measures undertaken to restrict access to areas of the building which are unfinished; and (c) be accompanied by the appropriate fee in accordance with Schedule B. Requirements for Plans and Specifications 7. (1) Every applicant shall submit sufficient electronic plans, specifications, documents and other information to enable the Chief Building Official to determine whether the proposed building, construction, demolition, change of use, or occupancy will contravene the Act, the Building Code or any other applicable law. (2) The Chief Building Official shall determine the plans, specifications, documents and other information required to be submitted with an application in order to deem it complete according to Division C, sentence 1.3.1.3.(5) of the Building Code, having regard for: (a) the scope of the proposed work; (b) the requirements of the Building Code, the Act and other applicable law; and (c) the requirements of this Section and Schedule C. - 49 - By-law No. XXXX/XX Page 6 (3) An electronic submission is to be made in a portable document format (PDF). Plans, specifications, documents and other information are to be legible when printed to scale. Drawings are to be a minimum size of 8.5” x 11.0” and shall be complete, fully dimensioned and to scale. (4) Site plans submitted by an applicant shall, (a) bear the designer qualifications required by the Building Code and be certified by the City Development Department of the City of Pickering as being in conformity with by-laws passed under Sections 34 and 41 of the Planning Act; and (b) be referenced to a current plan of survey prepared and certified by an Ontario Land Surveyor, and a copy of the survey shall accompany the site plan submission, except where the Chief Building Official waives the requirement to do so. (5) Upon the issuance of the building permit, the owner or authorized agent of the owner shall ensure that a copy of the permit card and approved permit plans, in colour, are available on site at all times. (6) On the completion of the foundation for a detached, semi-detached, duplex, triplex, fourplex, townhouse or stacked townhouse dwelling, the Chief Building Official may require electronic submission of a survey prepared by an Ontario Land Surveyor indicating the location and elevation of the top of the foundation wall, prior to a framing inspection being undertaken. (7) On the completion of the construction of a building, or part of a building, the Chief Building Official may require the submission of a set of electronic plans of the building or part of a building, as constructed, together with a plan of survey prepared and certified by an Ontario Land Surveyor showing the location of the building. Authorization of Alternative Solutions 8. (1) Where the prescriptive requirements or acceptable solutions of Division B of the building code are not met, the Chief Building Official or registered code agency may approve an alternative solution under Division C, Part 2 of the building code. An alternative solution proposal may be requested for a system or building design at the time of permit application, or if a material change is necessary to a plan, specification, document or other information on the basis of which a permit is issued. The applicant, with or without their approved representative, shall submit, (a) a completed “Application for an Alternative Solution” on the form available from the Chief Building Official; (b) a description of the applicable objectives, functional statements and acceptable solutions; (c) a description of the proposed material, system or building design for which authorization is sought; - 50 - By-law No. XXXX/XX Page 7 (d) supporting documentation demonstrating that the proposed material, system or building design will provide the level of performance required by the building code; and (e) payment of the required fee as set out in Schedule B. (2) The Chief Building Official or registered code agency may approve or reject any proposed alternative solution and may impose conditions or limitations on their use. (3) Alternative solutions that are approved under this section shall be applicable only to the location described in the application and are not transferable to any other location or building permit, unless otherwise authorized by the Chief Building Official. Incomplete Permit Applications 9. (1) An application shall be deemed incomplete according to Division C sentence 1.3.1.3.(5) of the Building Code, where any of the applicable requirements of Section 6 herein have not been complied with. (2) Except as provided in Subsection 9(3), an application deemed to be incomplete shall not be accepted by the Chief Building Official. (3) The Chief Building Official may accept an incomplete application where the applicant acknowledges, in writing, that the application is incomplete and waives the time period prescribed in the Building Code within which a permit must be issued or refused. (4) Where an applicant declares that an application is complete in all respects and complies with the Act, the building code and applicable law, the Chief Building Official shall issue or refuse to issue a permit within the time period prescribed in the Building Code. (5) Where an applicant declares that an application is complete in all respects, but the application is determined to be incomplete or does not comply with the Act, the Building Code or applicable law, an additional fee as prescribed in Schedule B shall be applied to the re-examination of documents required to be submitted by an applicant. Dormant Permit Applications 10. (1) An application for a permit shall be deemed to be dormant where, (a) the application is incomplete according to Section 9 and remains incomplete for five months after it was submitted; or (b) five months have elapsed after the applicant was notified that the proposed building construction, demolition or change of use will not comply with the Act or the Building Code or will contravene any other applicable law. - 51 - By-law No. XXXX/XX Page 8 (2) Where an application is deemed to be dormant, the file will be removed from the active roster and retained until either, (a) the applicant has chosen to re-activate the file; or (b) the file has been abandoned. Abandoned Electronic Submissions and Permit Applications 11. (1) An application for a permit shall be deemed to have been abandoned by the applicant where, (a) An electronic submission has not been deemed completed within 20 business days of creation; (b) the application is incomplete according to Section 9 and remains incomplete six months after it was submitted; (c) six months have elapsed after the applicant was notified that the proposed building, construction, demolition or change of use will not comply with the Act or the Building Code or will contravene any other applicable law; or (d) the application is determined to comply with the Building Code and all applicable law, and six months have elapsed from the date upon which the applicant was notified that a permit was available to be issued. (2) Where an application is deemed abandoned, all submitted plans, specifications and documents may be disposed of, or returned to the Owner or authorized agent upon written request. Revision to Permits 12. Should a permit holder wish to make any material change to any plan, specification, document or other information on the basis of which the permit was issued, the permit holder shall file an application for a revision to the permit which describes the material changes and shall pay the fees set out in Schedule B that correspond to the scope of the revision. Transfer of Permits 13. (1) If the owner of the land changes after a permit has been issued, the permit may be transferred to the new owner (the “transferee”) of the lands where an application is filed with the City in writing, in accordance with this section. (2) Every application for the transfer of permit shall, (a) include a written statement from the current permit holder authorizing the transfer of the permit to the transferee; (b) include proof of ownership of the lands by the transferee satisfactory to the Chief Building Official; - 52 - By-law No. XXXX/XX Page 9 (c) confirm that the work to be done and the existing and proposed use and occupancy of the building or part thereof, for which the application for the transfer of the permit is made, is the same as that identified and described on the application of the permit; (d) state the name, address, telephone number of the proposed transferee; (e) state the name, address, telephone number and email address of the proposed designer, architect and/or professional engineer, and their Building Code qualifications, where they are different from those identified in the application for the permit, and a written confirmation from the designer, architect and/or professional engineer(s), that they have been retained to undertake general review of the construction or demolition where required under the Building Code; (f) include, where the proposed transferee is a builder as defined in the Ontario New Home Warranties Plan Act, the proposed transferee’s registration number under that Act; (g) be accompanied by the appropriate fee in accordance with Schedule B; and (h) be signed by the proposed transferee who shall certify as to the truth of the contents of the application. (3) Upon the issuance of transfer of a permit to the transferee, the transferee shall be deemed to be the permit holder and the original permit holder shall have no further rights or obligations under the permit save and except for any obligations set out in any agreements entered into for the purposes of clause 8(3)(c) of the Act. Revocation of Permits 14. (1) Prior to revoking a permit, the Chief Building Official shall give written notice of an intention to revoke the permit to the permit holder at the permit holder’s address shown on the application or to such other address as the permit holder has provided to the City for that purpose. (2) Following issuance of the notice described in Subsection 14(1), the permit may be revoked immediately or after a period prescribed by the Chief Building Official, and all submitted plans, specifications, documents and other information may be disposed of or, upon written request from the permit holder, returned to the permit holder. (3) Notice under Subsection 14(1) shall be given either personally, by email or registered mail, and where notice is by registered mail, it shall be deemed to have been given on the fifth day after the day of mailing. Fees and Refund of Fees 15. (1) A fee shall be paid with every permit application, calculated in accordance with Schedule B and the fee shall be due and payable, prior to the issuance of the building permit. These fees may be amended by Council from time to time in accordance with the Act. - 53 - By-law No. XXXX/XX Page 10 (2) The minimum fee payable on any application shall be in accordance with Schedule B unless noted otherwise. (3) Where the amount of a fee to be paid, as part of a permit application, is based upon the building category, floor area and/or value of the proposed construction, the Chief Building Official, or a person designated by the Chief Building Official, shall determine the appropriate building category, floor area and/or value, and that determination shall be final. (4) Where an application for a permit is subject to additional user fees prescribed by the City, the fees so prescribed shall be paid in addition to the fees set out in Schedule B. Plan Re-examination Fees (5) Where an applicant substantially revises proposed materials, systems or a building design after examination of a previous submission has already been undertaken, a re-examination fee shall apply as set out in Schedule B. Certification of House Models (6) Where an applicant proposes to construct a subdivision based on a pre-determined number of house models, a certification process is available to pre-approve the plans for each house model in advance of filing building permit applications. Every application for the certification of a house model shall, (a) be accompanied by the plans, specifications, documents and other information prescribed in Section 7(1) to 7(3) and in accordance with Schedule C or as agreed by the Chief Building Official; (b) be accompanied by the appropriate fee in accordance with Schedule B; (c) be identified with a house model name/number and limited to a maximum of two (2) variations of elevations and/or three (3) floor plan layout options or features, per model submission; and (d) be accompanied by only the elevation types, layouts, and feature options specific to the model being certified. (7) A one-time discount of $5.00 per square metre of floor area shall apply to the first building permit application that is submitted in association with each corresponding certified house model. Reactivation of Dormant File (8) Where an applicant has chosen to continue with the processing of a dormant permit application, and where the dormant application has not been abandoned, the applicant shall pay the required fee as set out in Schedule B. Building Permit Surcharge - 54 - By-law No. XXXX/XX Page 11 (9) Notwithstanding the requirements of the Act, an additional fee shall be paid, as set out in Schedule B, where construction has commenced without the required permit. The additional fee is calculated as a percentage of the permit fee prescribed in Schedule B. Occupancy Permit Fees (Certain Buildings) (10) The Occupancy Permit fee for a dwelling is included in the Building Permit Fee Additional Inspection Fees (11) Additional inspection fees, as set out in Schedule B, shall apply and shall be paid prior to each inspection being undertaken on any building where, (a) any of the prescribed notice requirements under the Building Code or the additional notices required under this By-law have not been complied with by a permit holder; (b) more than two inspections are required due to construction being incomplete or not in compliance with the Building Code; (c) a building is occupied before the notice required under Section 11 of the Act was given to the Chief Building Official; (d) an inspection is requested to confirm that outstanding items have been completed or corrected in respect of a deficient permit; and/or (e) a request is made in writing for inspections outside of regular business hours (“After hours inspections”). Fee Refunds (12) If requested, in writing, by an applicant or permit holder, where, (a) an applicant withdraws, in writing, an application for a permit; (b) an application is deemed to have been abandoned in accordance with Section 11; (c) the Chief Building Official refuses to issue a permit for which an application has been made; or (d) the Chief Building Official revokes a permit after it has been issued, the Chief Building Official shall calculate the portion of any fee paid that may be refunded and authorize the payment thereof, based upon the functions undertaken by the City, in accordance with Subsections 15(13) to 15(18). (13) 85% of the permit fee paid in accordance with Schedule B shall be refunded if only application administrative functions have been performed. (14) 50% of the permit fee paid in accordance with Schedule B shall be refunded if, - 55 - By-law No. XXXX/XX Page 12 (a) application administrative functions and all or part of plan review functions have been performed; and (b) the permit has not been issued. (15) 25% of the fee paid in accordance with Schedule B shall be refunded if the permit has been issued. (16) Notwithstanding Subsections 15(12) to 15(15) above, no refund of any portion of the permit fee paid in accordance with Schedule B shall be made if any construction or demolition has commenced. (17) No refund shall be payable where the amount calculated in accordance with this Section is less than the approved minimum user fee. (18) Any amount authorized by the Chief Building Official to be refunded shall be paid to the person named on the fee receipt issued by the City upon original payment of the fee, unless that person directs, in writing, that it be refunded to another person. (19) No refund shall be payable six months after the permit issuance date. Registered Code Agencies 16. Pursuant to Subsection 4.1(1) of the Act and Division C, Section 3.7 of the Building Code, the Chief Building Official is authorized to enter into service agreements with registered code agencies and appoint them to perform one or more of the specified functions described in Section 15.15 of the Act. Spatial Separation Agreement 17. The Chief Building Official is hereby authorized to execute on behalf of the Corporation of the City of Pickering the written spatial separation agreements with owners of the properties on which a required limiting distance is measured, as set out in Division B, Article 9.10.15.2. and, Article 3.2.3.1. of the Building Code. - 56 - By-law No. XXXX/XX Page 13 Fences at Construction and Demolition Sites 18. (1) Where, in the opinion of the Chief Building Official or an inspector, a construction or demolition site presents a hazard to the public, the Chief Building Official or inspector may require the owner to erect such fences as the Chief Building Official or inspector deems appropriate to the circumstances. (2) In considering the hazard presented by the construction or demolition site, the necessity for fences and the height and characteristics of such fences, the Chief Building Official or inspector shall have regard for, (a) the proximity of the building site to other occupied buildings; (b) the proximity of the construction or demolition site to lands accessible to the public; (c) the hazards presented by the construction or demolition activities and materials; (d) the feasibility and effectiveness of site fences; and (e) the duration of the hazard. (3) Every fence required by this section shall, (a) be erected so as to fully enclose all areas of the site which present a hazard; (b) create a continuous barrier and be sufficient to deter unauthorized entry; (c) have a height not less than 1.2 metres above grade at any point, unless the Chief Building Official or inspector determines that a greater minimum height is necessary; (d) if constructed of plastic mesh, snow fencing or other similar materials, be securely fastened at 200mm o.c. to vertical posts not more than 2.4 metres apart, and to horizontal members or a minimum 11 gauge cable at the top and bottom; and (e) be maintained in a vertical plane and in good repair. Commercial construction protection 19. Covered Way Exceptions (1) Where the construction may constitute a hazard to the public, work shall not commence on the construction, alteration, or repair of a building until a covered way, as described in Subsection 19(2) hereof, has been provided to protect the public, except where: (a) The work is done within a solid enclosure; (b) The building is at a distance of greater than 4.5 metres from a public way used by pedestrians; or (c) Site conditions warrant a distance greater than provided in Clause (2) hereof. - 57 - By-law No. XXXX/XX Page 14 (2) A covered way shall: (a) Have an unobstructed height of not less than 2.4 metres; (b) Have an unobstructed width of not less than 1.1 metres or, if it is over a sidewalk that is less than 1.1 metres wide, have a width equal to the width of the sidewalk; (c) Be capable of supporting any load likely to be applied to it and capable of supporting a load of at least 2.4 kilonewtons per square metre; (d) Have a weather-tight roof; (e) Have the side adjacent to the project covered with a partition that has a smooth surface on the public way side; (f) Have a railing 1.0 metre high from ground level on the street side; and (g) Have adequate lighting within the public way. (3) When construction or demolition activities constitute a hazard to the public, and are located within a distance of 4.5 metres from a public way, a strongly constructed fence, boarding or barricade not less than 1.8 metres high shall be erected between the site and the public way and at any open sides of the construction/demolition site. (4) Barricades shall have a reasonably smooth surface facing the public way and shall be without openings, except those required for access. (5) Access openings through barricades shall be equipped with gates which shall be: (a) Kept closed and locked when the site is unattended; and (b) Maintained in place until completion of the construction or demolition activity, or when the construction progresses to a point where the same level of security can be achieved by securing the building. (6) When work on a construction site is suspended or ceases so that it will not be occupied during normal working hours, the hazardous part of the construction site shall be protected by a fence or barricade constructed according to the requirements of this section. Construction Contact information 20. During construction of a dwelling(s) or residential demolition, the constructor shall erect a sign, that is visible to the public, conforms to the requirements of Schedule D, and contains the following: (a) Site Address; (b) Project description; - 58 - By-law No. XXXX/XX Page 15 (c) City contact information; (d) Committee of Adjustment number or tribunal number (if applicable); (e) Builder contact information, inclusive of email address, and 24 hour telephone number; (f) Building Permit information; and (g) Illustration of proposed project. Inspection Notices 21. (1) In addition to the notices prescribed by the building code, the permit holder shall also give notice to the Chief Building Official or registered code agency of the following stages of construction: (a) commencement of construction of, (i) masonry fireplaces and masonry chimneys; (ii) factory-built fireplaces and allied chimneys; or (iii) stoves, ranges, space heaters and add-on furnaces using solid fuels and allied chimneys; (b) substantial completion of interior finishes; and/or (c) substantial completion of heating, ventilating, air-conditioning and air-contaminant extraction equipment. (2) A notice required to be given by a permit holder to the Chief Building Official or registered code agency pursuant to Division C, Subsection 1.3.5. of the Building Code shall be given to the Chief Building Official or registered code agency at least two days in advance of the construction stage in which notice is being given. (3) For the purpose of Subsection 18(2), the term “day” means any business day from Monday through Friday, other than a holiday. (4) A notice given to the Chief Building Official pursuant to Division C, Subsection 1.3.5. of the Building Code shall be given in writing to either the Chief Building Official, an inspector or registered code agency and if given to an inspector in accordance with this Section, shall be deemed to have been given to the Chief Building Official. (5) A notice given to the Chief Building Official, inspector, or registered code agency pursuant to Division C, Subsection 1.3.5. of the Building Bode and this Section shall not be effective until actually received by the Chief Building Official, inspector or registered code agency as the case may be. - 59 - By-law No. XXXX/XX Page 16 Offences and Penalties 22. Any person who contravenes any portion of this By-law is guilty of an offence and upon conviction is liable to a fine as provided for in Section 36 of the Act. Severability 23. Should any provision of this By-law be declared by a court of competent jurisdiction to be invalid it shall not affect the validity of this By-law as a whole or any other part thereof, other than the provision declared to be invalid. Interpretation and Implementation 24. Schedules A, B, C, D and E attached shall form part of this By-law. 25. Unless otherwise specified, references in this By-law to Sections, Subsections and Schedules are references to Sections, Subsections and Schedules in this By-law. 26. By-law 7362/14 is hereby repealed. By-law passed this XX day of XXXX, 20XX. Kevin Ashe, Mayor Susan Cassel, City Clerk - 60 - Schedule A Appointments Item Column Column 1. Chief Building Official Kyle Bentley 2. Deputy Chief Building Official/Inspector Carl Kolbe 3. Inspector Nahla Ali 4. Intern Inspector Connor Allen 5. Inspector Steven Amaral 6. Inspector Stuart Caulfield 7. Inspector Joseph Domanski 8. Inspector David Escudero 9. Inspector Adam Fowler 10. Inspector Peter Furnell 11. Inspector Rachelle Gravel 12. Intern Inspector Curtis Gullison 13. Inspector Donald Guo 14. Inspector Steven Heidebrecht 15. Inspector Julie Ineson 16. Inspector Nicole Maurer 17. Inspector Carter Nitsis 18. Inspector Steven Smythe 19. Inspector David Stawowczyk 20. Inspector Ardalan Tanha 21. Inspector Robert Watson 22. Inspector Litian Wei - 61 - Schedule B Refer to the City’s Current General Municipal Fees and Development Charges - 62 - Schedule C – Part A Documents & Drawings required for Permit Applications Row Class of Permit Documents and Drawings Required 1(a) Building Permit Residential - Detached houses - Semi-detached houses - Triplexes - Fourplexes - Townhouses - Stacked townhouses Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Mechanical Ventilation Design Summary d Energy Efficiency Design Summary Form or Approved Alternate e Regional Municipality of Durham Building Permit for Sewage System f Geotechnical report g Regional Municipality of Durham Residential Development Charges Information Form h School Boards Education Development Charge Information Form i Regional Connection Application for Water/Sewer Drawings a Approved Site Plan b Approved Grading Plan c Architectural Drawings and specifications d Structural Drawings e HVAC Drawings and equipment specifications f Plumbing Drawings – Triplexs’, Fourplexs’ and Stacked Townhouses 1(b) Building Permit Residential as in 1(a) - Alterations - Additions - Accessory Buildings Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Regional Municipality of Durham Building Permit for Private Sewage System d Energy Efficiency Design Summary Form (additions) Drawings a Approved Site Plan b Approved Grading Plan (as required) c Architectural Drawings and specifications d Structural Drawings e HVAC Drawings and specifications - 63 - Schedule C – Part A Documents & Drawings required for Permit Applications Row Class of Permit Documents and Drawings Required 2(a) Building Permit Non-residential and other residential not provided for in row 1(a) or 1(b) - New Buildings - Additions Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Commitment to General Reviews by Architect & Engineers d Ontario Building Code Data Matrix e Land and Building Use Declaration f Confirmation of Energy Efficient Design g Regional Municipality of Durham Commercial Development Charges Information form h School Board Development Charge Information form i Regional Municipality of Durham Building Permit for Private Sewage System Drawings a Approved Site Plan b Approved Grading Plan c Architectural Drawings d Structural Drawings e HVAC Drawings f Plumbing Drawings g Electrical Drawings h Fire Protection Drawings i Geotechnical Report j Specifications 2(b) Building Permit Non-residential and other residential as in 2(a) - Alterations - Renovations - Tenant Occupancies Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Commitment to General Reviews by Architect & Engineers d Ontario Building Code Data Matrix e Confirmation of Energy Efficient Design (exterior alterations) Drawings a Location Plan b Architectural Drawings c Structural Drawings d HVAC Drawings e Plumbing Drawings f Electrical Drawings g Fire Protection Drawings - 64 - Schedule C – Part A Documents & Drawings required for Permit Applications Row Class of Permit Documents and Drawings Required 3. Building Permits - Other than rows 1(a) to 2(b) above Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Documents from rows 1a to 2b, or other documents which are applicable to the scope of work proposed Drawings a Drawings from rows 1a to 2b which are applicable to the scope of work proposed 4. Change of Use Permit Documents a Applicable Law Checklist b Acknowledgement of incomplete application Drawings a Location Plan b Architectural Drawings c HVAC Drawings d Fire Protection Drawings (where applicable) 5. Demolition Permit Documents a Applicable Law Checklist b Acknowledgement of incomplete application c Commitment to General Review by Engineer d Demolition Methodology by Engineer e Demolition Approvals Drawings a Site Plan/Fencing Plan Notes: 1. The documents described in this schedule are available from the Chief Building Official. 2. A description of the information required on drawings is contained in Part B of this schedule. 3. The Chief Building Official may waive the requirements for any specified documents or drawings where the scope of the work, applicable law or Building Code requirements does not necessitate its submission. - 65 - Schedule C – Part B Information Required on Drawings Item Drawing Type Information Required Class of Permit – Part A Row Number 1(a) 1(b) 2(a) 2(b) 3 4 1. Site Plan a Legal description, survey property lines, property dimensions, compass orientation, location and name of adjacent roads x x x b Outline of all existing and proposed buildings and structures, building dimensions and their distance to property lines x x x c Dimensions and location of parking and vehicle access and fire routes x d Dimensions and location of barrier free- parking, curb cuts, path of travel to building and building access x 2. Grading Plan a Signature and seal of professional engineer, landscape architect or Ontario land surveyor x x b Property lines, easements sidewalks, driveways, building location, curb cuts, retaining walls x x c Location of catch basins, above and below ground utilities, and connections to services x x d Existing and proposed elevations within the site and at property lines, retaining wall elevation, slopes of driveways, drainage flow and swales x x 3. Structural a Foundation plans, floor and roof framing plans, footing, column and beam schedules, structural details and material specifications x x x x b Design specifications, live and dead loading, wind and snow loading, earthquake loading, geotechnical report design basis x x x - 66 - Schedule C – Part B Information Required on Drawings Item Drawing Type Information Required Class of Permit – Part A Row Number 1(a) 1(b) 2(a) 2(b) 3 4 c Structural drawings sealed by a professional engineer for all structural elements not within the scope of Part 9 of the building code X X X X d Roof and floor truss drawings sealed by a professional engineer X X X 4. Architectural a Existing plans showing construction and room and space identification of all floors in the area of proposed work or occupancy X X X X b Plans of all floors including basements complete with all rooms and room names X X X X X c Roof plan showing roof slope, drainage, roof and roofing construction details X X X X d Building elevations showing grade, floor and ceiling heights, overall building height, exterior finish materials, window heights and sizes and spatial separation requirements X X X X e Residential construction details including proposed wall section from footing to roof, specifications of all wall, floor and roof assemblies and all building materials and construction specifications X X X X f Stairs, guards and handrail dimensions and details, window sizes and height above floor level; location and fuel type of all fireplaces X X X X g Mezzanine plan showing construction, guardrails, egress X X h Location and details of barrier free entrances and barrier free washrooms X X - 67 - Schedule C – Part B Information Required on Drawings Item Drawing Type Information Required Class of Permit – Part A Row Number 1(a) 1(b) 2(a) 2(b) 3 4 i Reflected ceiling plans, bulkhead details, horizontal service shaft details X X j Roof equipment screening, anchorage for window washing, roof access X k Building cross sections showing grade, floor and ceiling heights, horizontal and vertical fire separations X X X l Enlarged sections and detail plans of washrooms and exit stairs X X m Wall sections, plan and section construction details X X n Exit stair enclosure, wall construction details, fire separations and listed design numbers, door numbers referenced to a door schedule X X o Door and hardware schedule, door and frame details, window schedule, room finish schedule X X 5. HVAC a Heating, ventilating and air conditioning plans, service shafts, equipment layout and schedules X X X b Heat loss and gain calculations, ventilation design summary X c Fire damper locations, kitchen exhaust equipment X X X 6. Plumbing a Plumbing and drainage plans; location and sizing of under and above ground storm, sanitary and water supply piping and appurtenances X* X X - 68 - Schedule C – Part B Information Required on Drawings Item Drawing Type Information Required Class of Permit – Part A Row Number 1(a) 1(b) 2(a) 2(b) 3 4 b Location of firestopping; specifications of plumbing and firestopping materials X X X X 7. Electrical a Electrical supply and distribution plans; location of power and lighting outlets; equipment schedules; transformer locations X X b Location and specification of emergency lighting, emergency generators and exit signage X X X 8. Fire Protection a Fire hydrant locations, sprinkler and standpipe distribution plans and schedules; sprinkler head layout; fire hose cabinet locations X X b Location and specification of emergency lighting, emergency generators and exit signage; fire alarm system annunciator, diagrams and specifications X X c Location of smoke alarms and carbon monoxide detectors X X X X Notes 1. Where indicated by an X, the information described is required to be included on the drawings for the class of permit specified. 2. Required information may be located or consolidated on other drawings rather than the drawing specified in this schedule. 3. The Chief Building Official may waive the requirement for any required information specified in this schedule due to limited scope of work, applicable law or building code requirements. 4. Where indicated with an X*, the information required is applicable to Triplexes, Fourplexes and Stacked Townhouses - 69 - Schedule D – Part A Residential Signage 1. Using the information notice template provided by the Chief Building Official to the applicant, the owner or builder shall, at the owner's and/or builder's expense, produce or arrange for the production of information notice signage, one sign per facing street, which shall comply with the following standards: (1) Be sized in accordance with this Schedule and the City’s Sign By-law; (2) Be constructed entirely of Coroplast or corrugated Polypropylene plastic measuring 36” wide by 24” tall and 4mm thickness, minimum; and (3) Prominently display the forms, graphics, illuminations, symbols and writing as indicated in this Schedule and the information notice template delivered by the Chief Building Official. 2. One information notice shall be required for every lot line of a property facing a street. 3. Where the construction is associated with construction and or a demolition permit, the owner or builder shall erect and display, or cause the erection and display of, the information notice signage on the property at least five business days prior to the commencement of demolition. 4. All information notice signage shall be erected and displayed on the property, either on the construction fence as per Section 18 of this By-law, or in any other visible and conspicuous location on the property and in accordance with the following requirements: (1) Each sign shall face a street; (2) Each sign shall be erected and displayed such that the bottom of the sign is not less than 0.61 metres from grade; (3) Nothing shall obscure or block the view of the sign; and (4) Each sign shall be erected in a safe and secure manner. Within 24 hours of erecting the required number of information notice signs at the property, a photograph of each information notice erected shall be provided to the City, confirming that the information notices have been erected and are being displayed in accordance with the provisions. - 70 - Schedule D – Part B Design Criteria The City of Pickering will provide the information notice signage template for each of the infill and demolition projects, and may be subject to change. Residential Construction The following is a sample information notice sign for residential construction: - 71 - Schedule D – Part B Design Criteria Demolitions The following is a sample information notice sign for demolitions: - 72 - Schedule E Code of Conduct for Building Officials Purpose 1. To promote appropriate standards of behaviour and enforcement actions by the Chief Building Official, Deputy Chief Building Official and inspectors in the exercise of a power or the performance of a duty under the Building Code Act or the Building Code. 2. To prevent practices which may constitute an abuse of power, including unethical or illegal practices, by the Chief Building Official, Deputy Chief Building Official and inspectors in the exercise of a power or the performance of a duty under the Building Code Act or the building code. 3. To promote appropriate standards of honesty and integrity in the exercise of a power or the performance of a duty under the Building Code Act or the Building Code by the Chief Building Official, Deputy Chief Building Official and inspectors. Enforcement Guidelines The Chief Building Official, Deputy Chief Building Official and inspectors appointed in Schedule A shall comply with this code of conduct. Any appointed Chief Building Official, Deputy Chief Building Official or inspector who fails to act in accordance with the provisions of this code may be subject to disciplinary action appropriate to the seriousness of the breach. All allegations concerning a breach of this code shall be made in writing. Any person who has reason to believe that this code of conduct has been breached may bring the matter to the attention of the Chief Building Official. Where the allegation concerns the actions of the Chief Building Official, the matter may be brought to the attention of the senior staff person to whom the Chief Building Official reports. Any Chief Building Official or senior staff person who receives a written complaint alleging a significant breach of this code shall investigate the matter, and where appropriate shall commence disciplinary action in accordance with the employment standards of the place of work. All communications received by a Chief Building Official or senior staff person concerning a breach of this code shall be held in confidence. The Chief Building Official or senior staff person shall advise Council in writing about the particulars of the alleged breach, its investigation and the final disposition of the matter upon its conclusion. Code of Conduct In exercising powers and performing duties under the Building Code Act, the Chief Building Official, Deputy Chief Building Official and inspectors shall: 1. Exercise powers in accordance with the provisions of the Building Code Act, the building code and other applicable law that governs the authorization, construction, occupancy and safety of buildings and designated structures, and the actions, duties and qualifications of Chief Building Officials, Deputy Chief Building Officials and inspectors; 2. Act to identify and enforce compliance where significant contraventions of the Act or regulations are known to exist; - 73 - Schedule E Code of Conduct for Building Officials 3. Apply all relevant building laws, regulations and standards in a consistent and fair manner, independent of any influence by interested parties; 4. Not accept any personal benefit which may create a conflict with their duties; or perform duties where a personal interest may create a conflict; 5. Obtain the counsel of persons with expertise where the Chief Building Official, Deputy Chief Building Official or inspector does not possess sufficient knowledge to make an informed judgment; and 6. Act honestly, reasonably and professionally in the discharge of their duties. - 74 - Report to Executive Committee Report Number: CS 32-23 Date: December 4, 2023 From: Laura Gibbs (Acting) Director, Community Services Subject: Interim Program Space in Seaton Update -Seaton Commercial Plaza (Taunton Road and Peter Matthews) -File: A-1440-001 Recommendation: 1.That Report CS 32-23, regarding Interim Program Space in Seaton Update, be received; 2.That staff be directed to continue discussions with the ownership group of the SeatonCommercial Plaza at Taunton Road and Peter Matthews Drive to negotiate lease termsfor commercial space, and report back to Council in Q2, 2024; and 3.That the appropriate City officials be authorized to take the necessary actions as outlined in this report. Executive Summary: As per Resolution #142/23, staff were directed to explore opportunities with the commercial/retail plazas and developers/owners, for the interim use of commercial spaces for delivery of City recreation and leisure programming, and report back to Council with opportunities and recommendations by the end of the second quarter, 2023. At the Council meeting of June 26, 2023, through Report CS 23-23, staff recommended further investigation in the Seaton Commercial Plaza at Taunton Road and Peter Matthews Drive as a potential interim commercial space for municipal recreation programming. As per Resolution #221/23, staff were directed to further investigate opportunities for the interim use of this commercial space including rental, fit-out, and lease terms, develop a draft program plan budget for the proposed space, and to report back to Council in Q4, 2023. Although the rental, fit-out and lease terms have not yet been negotiated for the Seaton Commercial Plaza at Taunton Road and Peter Matthews Drive, staff have determined that this commercial space (beginning construction in 2024 and available in late 2025) would be suitable to deliver municipal recreation programming. A proposed program plan for the commercial space has been developed by staff with an estimated program plan budget. At this time, staff are seeking direction to continue discussions with the commercial plaza ownership group to negotiate lease terms and conditions, fit-out and rental costs and report back to Council in Q2, 2024. - 75 - CS 32-23 December 4, 2023 Subject: Interim Program Space in Seaton Update Page 2 Financial Implications: City staff have prepared a proposed program plan budget for the commercial space in Seaton (Attachment 1). Interim commercial space for the delivery of municipal recreation programming in Seaton could potentially incur annual revenue of $302,453, and expenses of $659,397, with total net cost of $356,944 in year one. Net operating expenses for the following years are estimated to be $215,457 annually. This does not include rental and fit-out costs for the commercial space. Rental and fit-out costs for the interim program space located at the Seaton Commercial Plaza at Taunton Road and Peter Matthews Drive will be determined by staff through ongoing discussions with the ownership group. Based on current construction timelines for the Seaton Commercial Plaza, staff will have estimated costs by Q2, 2024. Discussion: In Spring 2018, residents began moving into new homes in the Seaton community. The development of this community is expected to attract 70,000 new residents and 35,000 new jobs by 2031. As the population of Seaton continues to grow, the need for recreation and leisure programs also grows. Currently, Seaton residents do not have any dedicated facilities offering City recreation programs, until the opening of the Seaton Community Centre, anticipated in 2028 (located at the southeast corner of the further Burkholder Drive and re-aligned Whitevale Road). That said, local neighborhood commercial and retail plazas are being constructed earlier than the municipal facilities and potentially provide opportunities for interim locations for the delivery of municipal recreation programming. With an interim recreation programming space, the Community Services Department could offer a range of camps, sports, dance, art, language, and fitness programs for all age groups. A.The Commercial Space at the Seaton Commercial Plaza will be suitable, in an interim basis, for the delivery of municipal recreational programs (Taunton Road and PeterMatthews Drive). The Seaton Commercial Plaza has a future development block planned that is accessible from Taunton Road, Peter Matthews Drive, and Marathon Avenue. The plans for the commercial plaza include seven commercial buildings located around a shared parking lot with 752 parking spaces. The plaza also has an adjacent public transit stop planned at the corner of Peter Matthews Drive and Taunton Road. The Plaza has the following spaces identified: -Building A 43,340 square feet-Building B 17, 087 square feet -Building C 7,000 square feet -Building D 6,000 square feet-Building E 10,000 square feet-Building F 6,500 square feet-Building G 8,450 square feet - 76 - CS 32-23 December 4, 2023 Subject: Interim Program Space in Seaton Update Page 3 Construction of the Seaton Commercial Plaza is expected to begin in 2024, with construction completed, and the building space available for lease in late 2025. B. The amount of space required to operate recreation programs is available in theplanned Seaton Commercial Plaza. The following space requirements are recommended to offer a full range of recreation programming in an interim leased space: •At least 800 square feet of suitable program space that can be used for leisure programming like free teen drop-in programs, pre-school programs, languageinstruction, art classes, etc.; •At least 800 square feet of suitable program space that can be used for fitness and recreation activities like dance and fitness classes; •At least 7,000 square feet of suitable program space that can be used for basketball,volleyball, badminton, pickleball, and a range of sports-based and multi-useprogramming; •Front lobby space with a desk, computer and small space for people to wait; •Janitors closet and storage for cleaning supplies; •Accessible washrooms; •A small office space that is enclosed to support program administration; •Large program storage suitable for tables, chairs, sports and fitness equipment; and •Other back of house areas as may be required. Community Services staff have prepared a proposed program plan requiring an estimated 9,000 to 10,000 square feet that could provide interim recreation programs to 65,000 users annually. This is based on 68 hours of programs being offered weekly. There are several buildings at the Seaton Commercial Plaza that would be suitable for interim recreation program use. Building E is expected to be 10,000 square feet, which would meet the City’s programming requirements. C.Programming is planned in Seaton in Alternate Spaces, starting in 2024. The Community Services staff are planning to provide recreation programming in Seaton neighbourhoods, starting Spring, 2024. Rick Johnson Memorial Park has been identified as a park location that sees consistent leisure use by residents in the Seaton area and would be an excellent location to host pre-registered, instructional programs for children and youth, as well as weekly cultural events including small-scale concerts and movie nights. Attachment 2 outlines the full program plan for 2024. The Rick Johnson Memorial Park includes the following program spaces and amenities that support increased programming: dedicated parking lot, accessible paved pathways, play structure, musical elements and soccer pitch. For the 2024 spring to fall season, the Community Services Department, in collaboration with the Operations Department, will be supplying a portable washroom to further support programming of this space. - 77 - CS 32-23 December 4, 2023 Subject: Interim Program Space in Seaton Update Page 4 New instructional sport-based programs, summer concerts and movie nights are planned to begin June 2024, facilitated by the Community Services Department staff. Planned programming would result in 25 hours of new weekly programming offered in Seaton. Programming would also include the provision of all equipment required for participation in sports-based programming. In addition, the Durham District School Board (DDSB) has confirmed that a new school is being constructed at Burkholder Drive and Azalea Avenue in Seaton. The new school will accommodate 634 student spaces including a four-room childcare centre. It will include six Full Day Kindergarten rooms, eighteen regular classrooms, two Special Education rooms, Science, Art and Music room along with a gymnasium and library. The school will be approximately 6,924 square metres. The new school is expected to open September, 2026. Through the Community Use of Schools partnership the City has with the DDSB, additional recreation, camp, and sports-based programming can be offered in this Seaton-based school starting in 2026. Attachments: 1.Interim Program Space in Seaton: Proposed Program Plan Budget 2.Seaton Program Expansion: Rick Johnson Memorial Park Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Amanda Rose Laura Gibbs MBA, MSc Supervisor, Recreation Services (Acting) Director, Community Services Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer - 78 - Attachment #1 to Report CS 32-23 Interim Program Space in Seaton: Proposed Program Plan Budget Facility Specifications •A 7,000 square foot gymnasium. This space supports basketball, volleyball, badminton,pickleball and a range of sports-based and multiuse programming. •An 800 square foot program room that can be used for leisure programming like free teen drop-in programs, pre-school programs, language instruction, arts classes, etc. •An 800 square foot fitness room used for dance, fitness classes, camps, etc. •Front lobby space with desk, computer and small space for people to wait •Janitors closet and storage for cleaning supplies •Washrooms, including accessible washrooms •A small office space that is enclosed to support program administration •Large program storage suitable for tables, chairs, nets, sports equipment Proposed Program Schedules Time Gymnasium Fitness / Dance Program Room Monday 9:00 am – 10:00 am Pickleball – Drop In Tai Chi Language 10:30 am – 12:30 pm Pickleball - Drop In Fitness Language 1:00 pm – 3:00 pm Pickleball - Drop In Dance 55+ Bingo, Sewing 5:00 pm – 8:30 pm Children’s Basketball Children’s Dance After School Program 8:45 pm – 10:00 pm Adult Sports Adult Dance Free Teen Program Tuesday 9:00 am – 12:00 pm Homeschoolers – Gym Programs Pre School Dance/School Electives Art 55+ 12:30 pm- 2:30 pm 55+ Sports class Tai Chi/Line Dance Bingo/Carpet Bowling/Darts 5:00 pm – 7:00 pm Children Sports classes Adult Fitness After School Program 8:00 pm – 10:00 pm Adult Sports classes Adult Fitness Adult Language Classes Wednesday 9:00 am – 12:00 pm Pickleball – Drop In Fitness Sewing/Craft 12:30 pm – 3:00 pm Pickleball - Drop In Dance 55+ Card Games/Darts 5:00 pm – 7:00 pm Children’s Sports Class Children’s Dance After School Program 7:00 pm – 10:00 pm Free Teen Sports Free Teen - Improv Night Free Teen – Art Thursday 9:00 am – 11:00 am Sports 55+ Pre School Dance/School Electives Language 55+ 11:30 am – 3:00 pm Sports 55+ Tai Chi/Line Dance Tech Classes 55+ - 79 - 2 4:30 pm – 7:00 pm Children’s Sports class Free Teen - Breakdance After School Program 7:00 pm – 10:00 pm Free Teen Sports Free Teen - Breakdance Free Teen - Art Friday 9:00 am – 10:00 am Tai Chi Fitness Language 10:30 am – 12:30 pm Pickleball – Drop In Dance 55+ Sewing/Crafts 1:00 pm – 3:00 pm Pickleball - Drop In Children’s Dance After School Program 5:00 pm – 10:00 pm Birthday Parties Drop in/Birthday Parties Drop In/Rentals/Birthday Parties Saturday 9:00 am – 1:00 pm Children’s Sports Children’s Sports Children’s Sports 2:00 pm – 1:00 am Rentals Rentals Rentals Sunday 9:00 am – 1:00 pm Children’s Sports Children’s Sports Children’s Sports 2:00 pm – 6:00 pm Rentals Rentals Rentals Budget Summary Expenses: Variable Programming Costs Fixed Costs Total Users Large Gym Space Salaries: $82,171 Site Specific Staffing Salaries: $385,916 26,062 Large Gym Space Supplies: $3,500 Dance/Fitness Room Salaries: $70,422 Program Supplies: $55,816 Dance/Fitness Room Supplies: $5,828 25,968 General Classroom Salaries: $53,564 General Classroom Supplies: $2,180 15,506 Subtotal $141,487 Subtotal: $517,910 Total Expenses $659,397 67,536 Revenue Large Gym Space Dance / Fitness Room General Classroom Total Revenue $125,917 $119,224 $57,312 $302,453 Startup cost: Total Revenue: $302,453 Total Expenses: $659,397 Net Cost: $356,944 Annual Operating expenses: Total Revenue: $302,453 Total Expense: $517,910 Net Cost: $215,457 - 80 - Seaton Program Expansion: Rick Johnson Memorial Park Culture & Recreation Programs Opportunity Statement Rick Johnson Memorial Park has been identified as a park location that sees consistent leisure use by residents in the Seaton area and would be an excellent location to host pre-registered, instructional programs for children and youth, as well as weekly cultural events including small-scale concerts and movie nights. The Rick Johnson Memorial Park includes the following program spaces and amenities that support increased programming: -Dedicated parking lot - Accessible, paved pathways -Play structure -Musical elements - Soccer pitch Background The park space at Rick Johnson Memorial Park will see the addition of regular City of Pickering registered programs, and weekly concerts/movie events starting June, 2024. The space will be utilized for programs for children and youth, ages 3 – 12. These programs will be weather dependent. The addition of regular programs at Rick Johnson Park is a pilot program that brings programs and services to new residents of Seaton neighborhoods. If successful, subsequent years of programming would have a reduced cost, with start up costs expected to benefit the next two to three years. Rick Johnson Memorial Park: 2024 Program Plan New instructional sport-based programs, and arts and culture events will be offered starting June 2024, facilitated by the Community Services program teams. Multi-sport programs Children multi-sport programs are for beginner players who are interested in an introduction to various sports. Children will learn basic skills like dribbling, throwing, kicking and catching. Children will learn basic principles of organized sport, with some modified group sport play. Attachment #2 to Report CS 32-23 - 81 - Page 2 of 2 Youth multi-sport programs will focus on skill development for sports like soccer, baseball, lacrosse, and football. Youth participants can be split into groups based on participant demographics (i.e. by age, skill, gender, etc.). The session will include group sport play. June 3 – September 1 Program Plan - Proposed Schedule: Day Time Program Wednesday – Friday 2:00 pm – 4:00 pm Children’s multi-sport (ages 3 – 6) 5:00 pm – 6:00 pm Children’s Art & Culture programs (aged 6 – 12) 6:00 pm – 8:00 pm Youth multi-sport (ages 6 – 12) Saturday 4:00 pm – 6:00 pm Free multi-sport sampler (all ages) 6:00 pm – 9:00 pm Concert in the Park – Cultural Services Event Sunday 10:00 am – 12:00 pm Children’s multi-sport (ages 3 – 6) 1:00 pm – 2:00 pm Children’s Art & Culture program (aged 6 – 12) 3:00 pm – 5:00 pm Youth multi-sport Rick Johnson Memorial Park: Program Budget Revenue User Fees Staffing Grants Sponsorship Total Revenue $34,630 $16,000 $10,000 $60,630 Expenses: Variable Programming Costs Fixed Costs Salaries $52,500 Equipment & Storage $10,500 Program Supplies $2,000 Marketing $5,000 Subtotal $54,500 Subtotal: $15,500 Total Expenses $70,000 - 82 - Report to Executive Committee Report Number: CS 33-23 Date: December 4, 2023 From: Laura Gibbs (Acting) Director, Community Services Subject: City Property Naming - Doubles Squash Courts - File: A-1440-001 Recommendation: 1. That Council approve to name the doubles squash courts at the Chestnut Hill Developments Recreation Complex, the Ian Parsons Doubles Squash Courts; and 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: On August 28, 2023, the City received a request from Pickering resident Mike Garvey, to name the doubles squash courts to honour the contributions of former Pickering Squash Club President, Ian Parsons. Accordingly, City staff initiated an evaluation of the submission as per Section 3 of the City Property Naming Procedure ADM 110-006. After a thorough review of the submission, which included notification to and feedback from Chestnut Hill Development Recreation Complex (CHDRC) Squash members, staff recommend that Council approve to name the doubles squash courts at CHDRC the Ian Parsons Doubles Squash Courts. Financial Implications: The naming of the doubles squash courts would include the installation of interior signage, anticipated at under $1,000, which would be incurred as an operating expense, within the approved 2023 Budget. Discussion: On August 28, 2023, Mike Garvey submitted a written request on behalf of the Pickering Squash Club to the Mayor’s office to name the doubles squash courts at the CHDRC the “Ian Parsons Doubles Squash Courts” (Attachment 1). In his written submission, Mike Garvey described Ian Parson’s significant contributions to the Pickering squash community as deserving of this consideration. The submission was reviewed by the City Clerk to ensure it met the criteria set out in Section 3 City Property Naming Procedure ADM 110-006 (Attachment 2). In compliance with the procedure (Section 03.01.05), staff reviewed the naming request with Mike Garvey and received consent for the naming request from Ian’s widow, Christine Brown. - 83 - CS 33-23 December 4, 2023 Subject: City Property Naming Page 2 Community Services staff then commenced the review of the qualified submission by confirming its content and consulting with relevant stakeholders. As per the procedure (Section 03.02.03), staff consulted with David Pickles, Regional Councillor, Ward Three and Shaheen Butt, City Councillor, Ward Three who were both in support of the request. Staff contacted all active squash members of the CHDRC via email to inform them of the request to name the doubles squash courts and to receive comments. The response to the naming submission was overwhelmingly supportive. Comments included: “Yes - I’m 100% in favour of renaming the doubles courts to honour Ian’s vision & legacy for Pickering squash.” “He was a trusted friend, an accomplished sportsman and was always a willing volunteer.” “A well-deserved recognition to an amazing man.” “I wholly endorse this significant movement to recognize his leadership and to forever record his name in the annuls of the Pickering Squash Club and into the history of the recreation complex.” Clearly, Ian Parsons impact to the CHDRC and the Pickering squash community was transformative. While a member of the Pickering Squash Club, Ian Parsons had a vision of Pickering becoming a leader in the squash community and was part of a team that developed a youth squash program, promoted active and competitive inter club teams that represented Pickering, ensured that the club had an active social program for the members and took the initiative to host major Junior Squash Tournaments. As President of the Club, Ian recognized the growth of Doubles Squash, understanding the benefits of the doubles game for aging squash players. Ian felt that Pickering should have doubles courts added to the CHDRC and set about to make it happen. He coined this project “Doubles Vision.” Ian’s passion for the project saw the Pickering Squash Club conduct a fundraising campaign that contributed a significant $250,000.00 towards the project. The major vehicle to raise this money was the Doubles Vision Golf Tournament. This golf tournament continues annually and over the last 13 years has raised over $150,000.00 for the St. Paul’s on the Hill Food Bank. In September 2009, the Doubles Squash Courts at the CHDRC opened as part of a building renovation that also included the addition of three Fitness Studios. The expansion was made possible with funding from the City, Federal and Provincial grants, contributions from the Pickering Squash Club fundraising events, and with Ian’s unwavering determination and leadership. Having made significant contributions to the municipality and the Pickering Squash Club, improving the lives of Pickering residents, Ian Parsons meets the criteria set out in Section 03.01.04 (a) of the Procedure. Therefore, consistent with the Procedure and considering public - 84 - CS 33-23 December 4, 2023 Subject: City Property Naming Page 3 comments in support of the qualified submission, City staff recommend that Council approve to name the Doubles Squash Courts at the Chestnut Hill Developments Recreation Complex, the Ian Parsons Doubles Squash Courts. Attachments: 1.Correspondence from Mike Garvey dated August 28, 2023 2.City Property Naming Procedure ADM 110-006 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Karen Coleman Laura Gibbs MBA, MSc. Manager, Fitness, Courts & Aquatics (Acting) Director, Community Services KC:lg Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 85 - Ian Parsons Doubles Squash Courts I write this submission to request that the City of Pickering consider naming the Doubles Squash Courts at the Chestnut Recreation Centre the “Ian Parsons Doubles Squash Courts.” The Pickering Squash Club was established in 1985. Ian Parsons was an active member of the club and was elected to the Club Board in 1992. He held board positions for the next 18 years and was the President of the Club for 10 years. He and others made a mark for the club in developing a youth squash program, promoting active and competitive inter club teams that represented Pickering, ensuring that the club had an active social program for the members and taking the initiative to host major Junior Squash Tournaments. As a leader of the club, and in his personal life, Ian was a visionary. He had ideas that would improve life and/or a situation. Ian recognized the growth of Doubles Squash, and he understood the benefits of the double’s games for aging squash players. Ian believed that the Pickering Squash Club and the Pickering Recreation Centre should have Doubles Courts added to the facility. He coined this project “Doubles Vision.” He began by touting this plan to the club executive, to club members, to City of Pickering decision makers and to City Councillors via a Delegation to Council. There was much resistance to the idea and the capital expense in creating new squash courts. Not deterred, Ian convinced many that we needed to raise funds to show the City Officials and Councillors that the squash community believed in this project and would “put skin in the game.” Ian was making progress; the City of Pickering’s 2002 Master Plan – Strategic Plan Report included a recommendation to “in the short term, incorporating two additional doubles squash courts should be provided at the Recreation Complex.” This was listed as a “Joint Venture with the Pickering Squash Club.” The Squash Club conducted a fund-raising campaign and contributed a significant $250,000 towards the project. The major vehicle to raise this money was the Doubles Vision Golf Tournament. (This golf tournament continues annually and over the last 13 years has raised over $150,000 for the St. Paul’s on the Hill Food Bank.) After City council voted in favour of proceeding with the project Ian connected with city staff and was involved in the design and material specificaitons for the project. (Kudos to city staff for involving Ian who had the knowledge and passion). Attachment #1 to Report CS 33-23 - 86 - From an idea, to “Doubles Vision,” to a campaign of persuasion, to a Strategic Plan Recommendation, to City Council approval, to the construction of the Doubles Courts AND Aerobics Studios, and finally the opening of the facility in September 2009!!!! Mission accomplished Mr. Parsons. Congratulations. Has this project been a success? It has an overwhelming success!! Squash players appreciate the opportunity to prolong their days playing squash as singles squash can take a toll on knees and other joints. Today the Doubles courts are busy and the game is growing. And, the Pickering Squash Club can host Doubles Tournaments that atract players from far and wide. This includes the long running club sponsored Lee Hanebury Tournament. Also, this capital project included Aerobics Studios; and based on the number and variety of classes offered many have benefited from this capital project. It must be stated that there was a large and enthusiastic team of Squash Players working with Ian to accomplish this project; however, I believe that each and everyone of them would whole heartedly agree that this would not have happened without Ian’s determined leadership. As described Ian was a visionary and a leader. Above all Ian Parsons was a wonderful human. A caring and compassionate man who is truly missed. Ian died in a tragic accident on March 25th, 2019. Submited by Mike Garvey On behalf of the Pickering Squash Club - 87 - Procedure Attachment #2 to Report CS 33-23 Procedure Title: City Property Naming Procedure Number ADM 110-006 Reference Date Originated (m/d/y) Date Revised (m/d/y) Pages Corporate Protocols Policy ADM May 2015 June 2023 6 110 Approval: Chief Administrative Officer Point of Contact City Clerk Original Signed By Procedure Objective This procedure establishes the process and criteria for naming or renaming properties owned by The Corporation of the City of Pickering (City), including methods by which the public may provide suggestions and comments. This procedure does not deal with street naming (ADM 220)or sponsorship of facilities and rooms (ADM 150). Index 01 Definitions 02 Procedures 03 Naming Process for New and Unnamed City Property 04 Re-Naming a City Property 05 Naming Criteria 01 Definitions 01.01 For the purposes of this procedure, “City Property” refers to all properties owned by the City including: a)Parks, parkland and open spaces;b)Structures within a park (i.e., bridges, pavilions, gazebos, splash pads, outdoor ice rinks, off leash area); c) Community centres, arenas, and other specialty buildings and rooms;d)Multi-use trails;e)Indoor recreation fields and courts;f)Outdoor recreation fields and courts; g)Libraries; and - 88 - City Property Naming Page 2 of 6 ADM 110-006 h) Community gardens. 01.02 This procedure does not apply to: a) Valley lands not adjacent to parkland and open spaces; b) Fire stations; c) Stormwater management ponds; d) Works yards; and e) Other properties owned by the City that do not allow for use by the community. 02 Procedures 02.01 City Property is named after the neighbourhood, community or street in which it is located or the unique geographical or historical characteristic of the community. The naming of City Property must respect the community where it is located and be a name that is sustainable as communities grow and change. a) Geographical based names should be clear, descriptive and give a sense of place. They may include: i. The name of the street or adjacent street where the property resides. ii. The neighbourhood, community or subdivision which the property serves. iii. A noteworthy physical, environmental, topographical, ecological or scenic characteristic. iv. Proximity to a recognizable City Property or area. b) Historical based names would be appropriate for properties where there is a common, recognizable connection between the City Property and the historic object/event. They should reference: i. A local, provincial or national historical/heritage object or event. ii. A long standing and commonly used name associated with the City Property. 02.02 City staff may name parks, open spaces and trails and shall not be required to prepare a Report to Council if the naming of the City Property complies with Section 02.01 of the Policy. 03 Naming Process for New or Unnamed City Property 03.01 Submission Process 03.01.01 A Pickering resident may propose a name for an unnamed City Property or a new City Property, prior to the completion of the construction phase, by written submission to the Clerk’s Office or by a Notice of Motion from a Member of Council with the following information: - 89 - City Property Naming Page 3 of 6 ADM 110-006 a) name suggested; b) rationale; and c) civic/community, heritage/historical, geographic and/or cultural relevance. 03.01.02 Written submissions and/or an approved Notice of Motion will be directed to the City Clerk to be processed. 03.01.03 Suggestions for names in honour of individuals must be accompanied by a written biography of the individual, including a description of the individual’s contribution to the City or the City Property, and an explanation of why the honour should be given. 03.01.04 Where a person’s name or a group of people are being considered, it shall be limited to persons who have: a) Made a significant contribution to the municipality, or to a group or association within the community, improving the lives of Pickering residents (well documented and broadly acknowledged within the community); b) Have a historical connection to the site (i.e. previous land owner); c) Contributed to the conveyance of lands or building and/or its subsequent development or renovation (beyond legislative requirements); d) Demonstrated excellence, courage or exceptional service to the citizens of the City of Pickering, Province of Ontario, Canada or the world; e) Promoted Pickering to the world; and f) Demonstrated themselves to be a recognized national or international figure and broadly acknowledged to have high standing. 03.01.05 In the case of a person’s name, the consent of the individual, or if deceased, their next of kin (if the person is not a national or international public figure) is required. 03.01.06 Naming a City Property on behalf of an event or organization requires the written consent of the named party or party’s representative. 03.01.07 Proposed names of an Indigenous language or recognizing an Indigenous individual, organization, event or concept will require consultation with Indigenous communities. 03.02 Selection Process 03.02.01 Staff from the respective Department(s) will receive and review all names submitted by the community and/or by a Notice of Motion. 03.02.02 The evaluation of all qualified submissions will include the following: a) research and confirm civic/community, heritage/historical, geographic and/or cultural relevance; - 90 - City Property Naming Page 4 of 6 ADM 110-006 b) review by internal staff to consider the merits of the submission and to ensure compliance with the procedure; and c) contact with those who submitted names, if more information is required. 03.02.03 After consultation with the respective Ward Councillors and the Mayor, and consistent with the procedure, Department staff will recommend to Council one name and up to two alternatives. 03.02.04 Council may require staff to solicit public comment through appropriate media or a public consultation meeting. 03.02.05 Department staff will provide a Report to Council to summarize public comments. Council will consider both staff recommendations and the public comments (as applicable) and decide to approve either one of the names or propose an alternate. 03.02.06 When a name has been finalized through Council approval, then it will be referred to the appropriate Department(s) for implementation. 03.02.07 If no submissions are received, staff will identify a name consistent with the principles in this procedure and confer with Mayor and Members of Council to recommend a name of the City Property. 03.02.08 Since the intent of naming a City Property after a person or group of persons is meant to be a permanent recognition, staff will determine if a sponsorship or naming rights opportunity exists before considering such names. 04 Re-Naming a City Property 04.01 Generally, changing the name of an existing City Property will not be considered. 04.02 Renaming existing City Property will only proceed if the Regional or Ward Councillor representing the area of the City Property brings a Notice of Motion forward for Council approval. 04.03 The renaming of a City Property cannot be considered when that City Property is currently within a term of a naming rights or sponsorship Agreement (ADM 150). 04.04 When a Notice of Motion for the renaming of a City Property is brought forward by a Member of Council, the City Clerk will provide an Interested Party Sheet for residents to sign for notification of any additional information regarding the renaming of the City Property. 04.05 All Notices of Motion approved by Council for the renaming of a City Property will be evaluated by City staff (from the respective Departments) as follows: - 91 - City Property Naming Page 5 of 6 ADM 110-006 a) research and confirm civic/community, heritage/historical, geographic and/or cultural relevance; b) The cost, borne by the City, and impact of changing existing signage and rebuilding community recognition will be considered before City Property is to be renamed; c) notify all residents and ratepayer associations within a 120 metre radius of the City Property of the proposed name change, by placing a notice in the Community Page of the newspaper, a notice on the City’s website, a notice at the City Property where the name change is being suggested, by notifying all residents that sign the interested party sheet or any other notification method deemed appropriate; d) the public will have 30 days to comment on the proposed name change; e) the City Clerk will receive all comments/submissions provided by the public, and direct them to the appropriate department for consideration and a recommendation report to Council; and f) once the research and public comments have been completed, City staff from the respective Department(s) will report back to Council with their recommendations and Council may accept the recommended name change, decline the name change, or refer to the community for further comment through the appropriate media or a public meeting. 05. Naming Criteria 05.01 Proposed names for any City Property shall conform to one or more of the guidelines below: a) have a direct relationship with the City Property; b) reflect the location of the City Property; c) reflect the unique geographical or physical characteristic of the City Property; d) recognize the historical and cultural significance or theme of the area; e) reflect unique characteristics of the site; f) portray a positive image of the City; g) recognize the contributions of organizations to a particular City Property such as partnership with or without financial contributions; h) honour the significant contribution of an individual to the community; or i) other selection criteria as deemed appropriate by the Council of the City of Pickering. 05.02 Under this procedure, names of City Property excluded from consideration include those that: a) Duplicate another named City Property or would be ambiguous, overly similar to other property names or would otherwise cause confusion; b) Detracts from the image of the City of Pickering; c) Represent tobacco or alcohol companies, products or brands; - 92 - City Property Naming Page 6 of 6 ADM 110-006 d)Represents a commercial organization or entity (which instead can beconsidered under the City’s Marketing Partnership or Naming RightsPolicy, ADM 150); e)Indicate political affiliation; f)Are considered or perceived to be discriminatory, derogatory oroffensive according to race, gender, ethnicity, sexual orientation, religionor similar factors;g)Result in inappropriate abbreviations or acronyms; and h)Place the City in conflict with any agreements established in the acquisition or management of the City Property or under an existingnaming rights or sponsorship agreement (ADM 150). 05.03 City Property may not be named in honour of an elected official, unless it is in a memorial capacity and/or the official has served the City as an elected official for a minimum of 20 years. 05.04 City Property may not be named in honour of a current or former City employee. 05.05 The naming of City Property is not intended to commemorate an individual’s death (i.e., a memorial). Applications for memorials should be directed to the City’s Commemorative Bench and Tree Program. 05.06 When a City Property is named after an individual, a plaque/signage describing the significance of the individual may be installed at the site at the City’s expense. - 93 - Report to Executive Committee Report Number: CS 34-23 Date: December 4, 2023 From: Laura Gibbs (Acting) Director, Community Services Subject: Civic Awards Policy -Repeal of By-law -File: A-1440-2023 Recommendation: 1. That Report CS 34-23 regarding the Civic Awards Policy be received; 2. That Council approve CUL 150, Civic Awards Policy, as set out in Attachment #1 to thisReport; 3. That the By-law included in Attachment #4 to this Report be enacted to repeal By-law #1448/82, a By-law establishing the Civic Recognition Committee; and 4.That the appropriate City of Pickering officials be authorized to take the necessaryactions as indicated in this report. Executive Summary: In 1975, the Civic Recognition Committee was established by By- law #197/75 (Attachment #2), which was further updated and repealed by By-law #1448/82 (Attachment #3). That By-law has remained in place since 1982. The By-law provided an overview of the Civic Recognition Committee as well as the fair and equitable process for residents to be recognized for their valuable contributions. Over the years, there have been many changes to the Civic Recognition Program, which is now referred to as the City of Pickering’s Civic Awards Program. The Civic Recognition Committee is no longer operating as an advisory committee in the City of Pickering, and the manner in which the Civic Awards process is carried out has changed and evolved. As such, this report recommends that the outdated By-law #1448/82 be repealed and that the Civic Awards Policy, included as Attachment 1, be approved as it is reflective of current practices for the application, selection and awarding recipients. Financial Implications: There are no financial implications associated with this Report. Discussion: The Civic Recognition Committee was established to provide a transparent and equitable process for residents to be recognized for their outstanding contributions to the City of Pickering. Since 1982, the Civic Awards program has been updated in many ways, including the expansion of award categories; the establishment of award tokens (medal, certificate, pins) provided to nominees; and the process in which the nominations are reviewed and selected. - 94 - CS 34-23 December 4, 2023 Subject: Repeal of By-law 1448/82 Page 2 Additionally, the Civic Recognition Committee is no longer a formal committee of the Civic Awards Program and has now evolved into the Civic Awards Selection Panel. This panel includes City Councillors of Wards One, Two and Three, and Mayor, as an ex-officio member. The panel meets in March annually to review the Civic Awards nominations. At the Selection meeting, the Civic Awards Panel reviews each category and determines award recipients. At this time, staff are requesting Council’s approval of CUL 150 Civic Awards Policy and repeal of Bylaw #1488/82. Attachments: 1.CUL 150 Civic Awards Policy2.By-law #198/75 3.By-law #1448/824.By-law to Repeal By-law #1448/82 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Krystal Roberts Laura Gibbs MBA, MSc (Acting) Supervisor, Cultural Services (Acting) Director, Community Services LG/kr Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 95 - Policy Policy Title: Civic Awards Program Policy Number CUL 150 Reference"Click and type reference" Date Originated (m/d/y) December 4, 2023 Date Revised (m/d/y) Pages 5 Approval: Chief Administrative Officer Point of Contact Supervisor, Cultural Services Attachment #1 to Report CS 34-23 Policy Objective The purpose of this policy is to outline the process of the Civic Awards Program, which recognizes individuals, community groups, and businesses who have exemplified outstanding service and achievements to the City of Pickering. Index 01 Definitions 02 Roles and Responsibilities 03 Procedure to Nominate for Civic Awards 04 Civic Awards Approval Criteria 01 Definitions 01.01 Civic Award – An award to a recipient for their positive contributions to the City of Pickering. 01.02 Civic Awards Selection Panel – Comprised of Pickering City Councillors from Wards 1, 2, 3 and, Mayor, as ex-officio. 01.03 Civic Award Ceremony – A formal ceremony, hosted by the Mayor and Members of Council, to present nominees with a Civic Award 01.04 Conflict of Interest – Shall be declared when a nominee is also the spouse, parent, or child of the Selection Panel member. 02 Roles and Responsibilities 02.01 Mayor & Members of Council to: a.Approve and support this Policy. - 96 - Policy Title: Civic Awards Policy Page 2 of 5 Policy Number: CUL 150 b.Direct nomination inquiries to the appropriate City staff. c.Present the Civic Awards to recipients at the annual Civic Awards Ceremony. d.Mayor to host the ceremony. 02.02 Chief Administrative Officer to: a.Support the allocation of staff resources to coordinate the Civic Awardsceremony and nomination process. 02.03 Directors & Division Heads to: a.Support the allocation of staff resources. b.Director, Community Services to review/approve the Civic Awardsnomination package, prior to being distributed to the Civic AwardsSelection Panel and attend Selection Meeting. 02.04 Managers & Supervisors to: a.Assign staff resources to coordinate the Civic Awards ceremony. 02.05 Employees to: a.Gather and screen nominations for Civic Awards criteria for finalendorsement by Director, Community Services and the Civic AwardsSelection Panel; b.Plan, coordinate and implement all logistics for the Civic Awards Ceremony(awards, guest list, invites, special performance, notes); and c.Log and track past and present Civic Award winners. 03 Procedure to Nominate and Award Civic Awards 03.01 The City of Pickering hosts an annual Civic Awards Ceremony honouring nominees from the previous year. Nominations are accepted year-round. 03.02 Civic Awards recipients will be selected by the Civic Awards Selection Panel. 03.03 Civic Award Nominations may be submitted online or in paper copy and must be submitted on the prescribed application form by the due date. The prescribed form shall be determined by the Director, Community Services. a.Online applications must be submitted on the prescribed online application(Appendix 1). b.Hard copy nominations must be submitted to the Customer Care Centre onthe prescribed paper application forms. - 97 - Policy Title: Civic Awards Policy Page 3 of 5 Policy Number: CUL 150 c.A complete nomination is required, including information about thenominee's achievements, the award category, and contact information for both the nominee and nominator. d.Nominators of incomplete applications will be contacted and given an opportunity to submit all required information. e.Staff may contact nominators to seek clarification or more information ifrequired. f.If an application is not eligible or does not comply with City policies, staff will notify the nominator. 03.04 Nominations for achievements in the previous year will close on the second Thursday in February at 4:30 pm. Nominations will be screened by staff for eligibility. A package of qualified nominations will be prepared and provided by Community Services Department staff to the Civic Awards Selection Panel for review. 03.05 The Civic Awards Selection Panel will attend a selection meeting to determine the award recipients. The selection meeting will take place after the application deadline. The Section Panel will review each category and select award recipient(s) as per their award criteria (Section 4). The Director, Community Services will be in attendance to track selected recipients for each category and answer any questions pertaining to nominations as they are put fourth. a.Members of the Civic Award Selection Panel will declare any conflict ofinterests at the beginning of the meeting. It is expected that the member(s) of the Selection Panel with a declared conflict, shall recuse themselves from the selection review of the conflicting nomination. 03.06 Staff will notify nominees and nominators following the Civic Awards Selection Panel meeting: a.Successful recipients are each notified by an official letter from the Officeof the Mayor. The letter will include an invitation to the Civic Awards Ceremony event. b.Nominators of successful and unsuccessful nominations are notified by aletter from the Director, Community Services as to the success/status ofCivic Awards recipient letters. c.The names of all Civic Awards recipients are confidential until the Civic Awards Ceremony. There are no formal announcements or news releases in advance of the Ceremony. 03.07 Upon the commencement of the Civic Awards Ceremony, staff will update the website (pickering.ca/civicawards) and submit a media release with a full list of winners, their award categories and photos from the ceremony. - 98 - Policy Title: Civic Awards Policy Page 4 of 5 Policy Number: CUL 150 04 Civic Awards Approval Criteria 04.01 The Civic Awards nominations are collected year-round for individuals, groups, and businesses who have made a significant contribution to the City of Pickering. Nominees awarded must meet the criteria of the award category: •Special Citation - Given to one or more individuals, groups, or businessesfrom Pickering whose outstanding achievements over the last year ormore, within or outside of the City, brought Provincial, National, or International recognition to the City. •Bravery/Heroism - Given to one or more individuals for their selfless act ofbravery or heroism within or outside of the City during the last year. •Lifetime Achievement - Given to one or more individuals living within or outside of Pickering, for a significant contribution over their lifetime, to thebetterment of the community. •Individual Volunteer - Given to one or more individuals who stand out amongst all other valuable individuals in Pickering for their volunteer service to the City over the last year or more. •Service Group - Given to the service group whose activities stand out amongst all other service groups in Pickering for their contribution and service to the City over the last year. •Community Group - Given to the community group whose activities standout amongst all other community groups in Pickering for their contributionsand service to the community over the last year. •Amateur Sport - Given to one or more individuals from Pickering torecognize excellence in amateur sport over the last year. •Youth Volunteer - Given to one or more youth 13 – 19 years of age for outstanding volunteerism within or outside of the City of Pickering over the last year or more. •Youth Leadership - Given to one or more Pickering youth 13 – 19 years of age for outstanding leadership within or outside the City of Pickering over the last year or more. •Sustainability - Given to one or more individuals, groups, or businesseswho have made significant contributions to the Sustainable PickeringJourney. •Arts - Given to one or more individuals, groups, or businesses who havemade significant artistic achievements within or outside the City of the lastyear or more. - 99 - Policy Title: Civic Awards Policy Page 5 of 5 Policy Number: CUL 150 •Cultural Diversity - Given to one or more individuals, groups, or businesses who have made significant and sustained commitment to the promotion of cultural harmony in the City of Pickering. •Heritage - Given to one or more individuals, groups, or businesses whohave demonstrated a significant contribution to the preservation,conservation, education and/or promotion of Pickering’s Heritage. •Urban Design - Given to one or more individuals, groups, or businessesfrom Pickering who were outstanding in their support of and participationwith community activities over the last year or more. •Economic Development - Given to one or more businesses fromPickering who have made a significant contribution to the City’s economicprosperity over the last year or more. •Local Business - Given to one or more individuals, groups, or businesses who were outstanding in their support of and participation with community activities over the last year or more. •Environment - Given to one or more individuals, groups, or businesses from Pickering who have made significant contributions to conserving or enhancing the City’s Natural Environment. •Accessibility - Given to one or more individuals, groups, or businesseswho have made significant or ongoing contributions, beyond legislativerequirements, to the well-being and advancement of people with accessibility requirements. 04.02 An individual shall only be recognized for one Civic Award per year. In the case of multiple nominations for an individual in multiple categories, the Selection Panel will identify the award category that best reflects their achievement. 04.03 Any proposal to delete, change or introduce a new Civic Award shall be approved by the Civic Award Selection Panel during the selection meeting. Award category changes shall be made and carried out by the Director, Community Services for the following year. Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for detailed processes regarding this Policy. - 100 - Attachment #2 to Report CS 34-23 THE CORPORATION OF THE TOWN OF PICKERING BY-LAW NUMBER 19S 1>Being a By-law of the Town of Pickering to appoint members to the 1975-1976 Civic Recognition Committee.WHEREAS the Council of the Town of Pickering has established a Civic Recognition Committee under the authority of By-law Number T BE IT THEREFORE RESOLVED that the 1975-1976 Civic Recognition Committee shall be composed of the following citizens of Pickering:Mr. George Ashe - Mr. Jim King -Mrs. Joyce Root -Mr. Joe Wilks -Mrs. Marjorie Thompson - Mr. David Bass -Father Quesnelle -Mayor Chairman ( Representing Sports Service Clubs) Representing Creative Recreation)Representing Business) Representing the Press)Representing Municipal Recreation)Holy Redeemer Catholic Church Member of Pickering-Ajax Ministerial Association and Community Leader)By- law read a f'1'rst, second and third time and PASSED this -Z?`--day of ----- Q'FY1°?----------- 1975.TOWNOF PICKERING e APPROVED Mayor AS TO FORM JtUlnDna?'?Clerk - 101 - THE CORPORATION OF THE TOWN OF PICKERING BY-LAW NUMBER 1448/82 Being a by-law of the Town of Pickering to establish a civic Recognition Committee WHEREAS it is deemed expedient to recognize with suitable awards, local residents or groups who have brought favourable publicity and honour to the Municipality; and WHEREAS Council wishes to place this responsibility in the hands of a Committee to be known as "The Civic Recognition Committee"; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF PICKERING HEREBY ENACTS AS FOLLOWS: 1. a)A Civic Recognition Committee shall be established consisting of the Mayor or his representative, the Director of Parks and Recreation or his represen- tative, and five responsible citizens residing in the Municipality. b)The Citizen members shall be appointed by the Council and serve on a Council-term basis. Committee Operation a)The Civic Recognition Committee shall meet as necessary but at least three times each year. b)It will be the Committee's duty to process appli- cations and to make recommendations to Town Council through Council's Executive Committee, as to the recipients of awards. c)A majority vote on any question before the Civic Recognition Committee will mean approval. Four members will make a quorum at any duly called meeting of the Committee. Meetings may be ordered only by the Chairman or by the Mayor. d)The Committee will release information regarding awards for news media when deemed necessary. Types of Awards a) There shall be the following categories known as: Regional Provincial National International Special Citation Individual Civic Award Regional Award: Individual or Team)Shall consist of a Town of Pickering crest (for public relations only). Attachment #3 to Report CS 34-23 - 102 - 2 - b) c) d) Provincial Award: Individual or Team)Shall consist of a plaque or memento. National Award: i-vz~l or Team)Shall consist of a plaque or memento. International Award: n~ividual or Team)Shall consist of a plaque bearing details of the occasion. Special Citation Award: Individual Civic Award: Will be an appropriate award as suggested by the Committee. Shall consist of a Sterling Silver Ring plus a scroll bearing details of the con- tribution being acknowledged. The Committee also may issue message of "good wishes" and "congratulations" when desirable. Awards will be presented by the Chairman of the Civic Recognition Committe~ or his representative, during any meeting of Town Council or at the Annual Civic Recognition Dinner. No individual on a team, nor individual participant should receive an award for the same category on more than one occasion. Citizens recognized on a second occasion shall receive a "Town of Pickering" embroidered crest. Those Who Qualify for Awards Persons or groups eligible: A B C Those citizens of Pickering who win recognized Provincial, National or International Championships and in doing so have brought honour to the Town. Those citizens of Pickering who, in the view of the Civic Recog- nition Committee, through honourable endeavours have brought favourable publicity and honour to the Town, will be presented with a Special Citation Award. Those citizens of Pickering who, in the view of the Civic Recog- nition Committee, through volunteer endeavour have made a longstanding contribution to community life in Pickering. - 103 - 3 - The civic Recognition Committee itself, or any other person, may forward nominations for awards. The Committee shall verify championships or accomplishments. Award winners and their respective categories will be recommended to Council only by the Civic Recognition Committee. 6. By-law 197/75 is hereby repealed. BY-LAW READ a first, second and third time and PASSED this 1st day of March 1982. - 104 - The Corporation of the City of Pickering By-law No. XXXX/23 Being a By-law to repeal By-Law 1448/82, a By-law to establish a Civic Recognition Committee. Whereas By-law 1448/82 to establish a Civic Recognition Committee, was enacted on March 1, 1982; And Whereas, since 1982 the Civic Recognition Committee has taken on various forms that no longer coincide with By-law 1448/82; And Whereas, the Civic Recognition Committee is now being changed to a Civic Awards Selection Panel under a new Civic Awards Program Policy, and therefore By-law 1448/82 is no longer necessary or relevant; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.That By-Law 1448/82 be repealed in its entirety; and, 2. That this By-law shall come into effect upon the date of the final passing thereof. By-law passed this 11th day of December, 2023. ________________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk Attachment #4 to Report CS 34-23 - 105 - Report to Executive Committee Report Number: CS 35-23 Date: December 4, 2023 From: Laura Gibbs (Acting) Director, Community Services Subject: Animal Poisoning Prevention - Pest Management Policy - Rodenticides Education Campaign - File: A-1440-001 Recommendation: 1. That Report CS 35-23 regarding Animal Poisoning Prevention be received; 2. That Council approve CUL 160 Pest Management Policy, as set out in Attachment 1 to this report; 3. That Council approve the Rodenticides Educational Campaign as set out in Attachment 2 to this report; and 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: At the Council meeting on June 26, 2023, through Resolution #238/23, Council directed staff to develop a policy banning the use of rodenticides on all City of Pickering properties and a communications strategy for educating residents and business on the harmful impacts of rodenticides and the availability of humane, ecologically sustainable alternatives. The purpose of the Pest Management Policy is to establish a humane Pest Management Program within City of Pickering properties while banning non-essential use of rodenticides. The Rodenticides Educational Campaign seeks to inform Pickering residents and businesses of the harmful effects of rodenticides and alternatives that can be used for rodent control. The work was undertaken in consultation with the Supervisor, Animal Services. The purpose of this report is to seek Council’s endorsement of CUL 160, as set out in Attachment 1, and the Rodenticides Educational Campaign, as set out in Attachment 2. Financial Implications: There is no financial impact resulting from the adoptions of recommendations in this report. The costs associated with replacing anticoagulant rodenticide bait boxes with humane traps through service providers will be monitored. - 106 - CS 35-23 December 4, 2023 Subject: Animal Poisoning Prevention Page 2 Discussion: Rodenticides are pesticides used to control rodent populations. The most common rodenticide products have active anticoagulant ingredients that cause internal bleeding after ingestion. Rodenticides are used to eliminate rodent populations by causing death by preventing normal blood clotting, causing internal hemorrhaging, or disturbing nervous system functions. Rodenticides pose threats to Ontario’s wildlife (including raptors, songbirds, coyotes, snakes, and raccoons), and the environment (including aquatic ecosystems) through primary and secondary poisoning of non-target species. Predators and scavengers are at a particularly high risk of secondary poisoning because of their dependence on rodents as a food source. At the Council meeting on June 26, 2023, through Resolution #283/23, Council directed staff to: 1. Prepare a draft policy banning the use of rodenticides on all City of Pickering properties; 2. Include a communications strategy for educating residents and business on the harmful impacts of rodenticides and the availability of humane, ecologically sustainable alternatives; 3. Implement humane practices in regard to pest control on all City of Pickering properties; and 4. Have staff report back to Council no later than Q4. The draft CUL 160 Pest Management Policy (Attachment 1) prohibits the use of Anticoagulant Rodenticide or other Regulated Substances on City-owned properties, except where expressly authorized as a last resort option by the Director, Community Services. The draft Policy outlines a Pest Management Program that includes assessment of a property to determine prevention and mitigation measures. Mitigation, planning and implementation of the Pest Management Program shall include access prevention, attractant management and population control. The draft Policy includes monitoring and adaptive management and reporting and compliance procedures. The Rodenticides Educational Campaign will educate residents and businesses about the negative impacts’ rodenticides have, and about alternative, humane methods citizens can use for rodent control. Additionally, the City will place a focus on pet safety – as the use of rodenticides can be of risk to all animals. Attachments: 1. CUL 160 Pest Management Policy 2. Rodenticides Educational Campaign 3. Resolution #283/23 - 107 - CS 35-23 December 4, 2023 Subject: Animal Poisoning Prevention Page 3 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Kevin Hayes Laura Gibbs MBA, Msc Manager, Facilities (Acting) Director, Community Services LG:kh Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 108 - Policy Procedure Title: Pest Management Policy Policy Number CUL 160 Reference #238/23 Ontario Regulation 63/09 Canadian Environmental Protection Act Date Originated (m/d/y) December 4, 2023 Date Revised (m/d/y) Pages 7 Approval: Chief Administrative Officer Point of Contact Director, Community Services Attachment #1 to Report CS 35-23 Policy Objective The purpose of this Policy is to establish a humane pest management program within City of Pickering properties while banning non-essential use of rodenticides. Index 01 Policy Statement 02 Definitions 03 Roles and Responsibilities 04 Procedures 05 Application 01 Policy Statement The most common rodenticide products currently in use include anticoagulant ingredients. After feeding on these products, rodents first become lethargic and display abnormal behaviour, becoming easier targets for predators that can accumulate these toxic ingredients in their bodies to lethal levels. To reduce the impact of the City’s Pest Management Program on wildlife, it is the Policy of the City of Pickering that: •The use of Anticoagulant Rodenticide or other Regulated Substances for rodent pest management is prohibited on all City-owned properties, except where expressly authorizedas a last resort option by the Director, Community Services; and •The use of Anticoagulant Rodenticide or other Regulated Substances for rodent pestmanagement is discouraged on private property. - 109 - Policy Title: Pest Management Policy Page 2 of 7 Policy Number: CUL 160 02 Definitions 02.01 Anticoagulant Rodenticide(s) – means either a first-generation or second- generation rodenticide that disrupts blood clotting metabolic processes, causing severe or fatal internal hemorrhaging in animals, and is mixed with an attractant for use in pest management activities. Products include first-generation Anticoagulant Rodenticides (FGAR) and second-generation Anticoagulant Rodenticides (SGAR). FGAR is a generally less acutely-toxic rodenticide, requiring multiple feedings to administer a lethal dose, metabolizing quickly in the body tissue of rodents. SGAR is generally a more acutely-toxic rodenticide that requires only a single feeding to administer a lethal dose and remains in the body tissue of rodents longer. 02.02 Captive Bolt Trap – means any mechanical device that incorporates a force- driven bolt or piston to kill pests and is authorized for use in Canada. 02.03 City-owned Property – means any land, building or structure on such land, either owned or controlled by the City of Pickering, on which legal authority to regulate pest management exists. 02.04 Electronic Kill Trap – means any mechanical device that employs electrical current to trap and kill pests authorized for use in Canada. 02.05 Glue Board(s) – means trays coated with adhesive, used to eliminate rodents, insects and snakes as an alternative to snap traps or other population control forms. 02.06 Live Capture Trap – means a mechanical device authorized for use in Canada, designed so that the capture does not injure the pest. 02.07 Non-target Wildlife – means any mammal, insect, bird, amphibian, reptile, or other living organisms that are not the target of pest management or pest management activities. 02.08 Non-toxic Bait Attractant – means a substance not listed in the List of Toxic Substances (Canadian Environmental Protection Act, Schedule 1) to attract pests for population control. 02.09 Pest –refers specifically to rodents targeted by pest management activities. 02.10 Pest Infestation – means the occurrence of pest(s) in or around a building or structure such that the occurrence is or is likely to cause damage to the building or structure and/or to generate a health risk to the occupants or users of the building or structure, as determined by a service provider. 02.11 Pest Management – means the integrated and comprehensive compilation of actions undertaken to reduce or eliminate a pest infestation. - 110 - Policy Title: Pest Management Policy Page 3 of 7 Policy Number: CUL 160 02.12 Population Control – means pest management activities specifically designed to reduce or eliminate and control the pest(s) population inside or near a City- owned property. 02.13 Property Manager – means a person or company employed by either the City or a leaseholder to perform property management and maintenance activities on City-owned property, or a person who otherwise represents the City regarding a City-owned property or the leaseholder on City-owned property. 02.14 Regulated Substance – means any substance identified as regulated or prohibited in the Ontario Regulation 63/09, known as the Pesticides Act. 02.15 Service Provider – means a company or corporate entity or person approved to conduct business on City-owned property to administrate a pest management program. 02.16 Snap Trap – means any mechanical device that incorporates a spring-loaded mechanism to trap and/or kill pests. 03 Roles and Responsibilities 03.01 Council to: a.Approve and uphold the Pest Management Policy and any amendments; b.Approve annual budget including costs of pest management; and c.Act as an advocate for humane pest management and discouraged use ofrodenticides within Pickering. 03.02 Chief Administrative Officer to: a.Uphold the Pest Management Policy; b.Recommend revisions to the Pest Management Policy to Council, or amendments to existing policies and procedures when required; and 03.03 Director, Community Services to: a.Monitor and oversee administration of this policy; b.Authorize the use of Anticoagulant Rodenticides or other RegulatedSubstances on City Properties as a last resort option; c.Annually review this Policy, and associated procedures and standardoperating procedures and prepare amendments when the need isrecognized; and d.Determine requirements for Policy and procedure orientation. 03.04 Manager, Facilities Maintenance to: - 111 - Policy Title: Pest Management Policy Page 4 of 7 Policy Number: CUL 160 a.Oversee and implement the Pest Management Program, includingcompliance with this Policy and associated procedures and standard operating procedures. 03.05 Corporate Communications to: a.Educate the public on the harmful side effects of anticoagulant rodenticideuse and encourage Pickering residents to follow the Policy Statementoutlined in section 01 and alternative pest management options. 04 Procedures 04.01 Assessment a.An assessment is conducted to confirm whether pest(s) are present andwhether they are causing or can cause damage to the building or pose a riskto its occupants/users. This assessment may demonstrate that very limited or no pest management activity is required and that population control is unnecessary. If no pest management activity is needed, the assessment results should be recorded and provided to the Manager, FacilitiesMaintenance, and no further action is required. b.Prior to any pest management activities, the Service Provider will provide anassessment of the City property. c.The Service Provider must inspect areas potentially subject to pestmanagement. The inspection may include visual inspection, motion-activatedcameras, or other methods to collect evidence of a pest infestation. d.The Service Provider must record all details and prepare an assessment report on the likely presence of pest(s) inside or within a reasonable distance of the building/structure. The report must identify pest(s) to species level, discuss the evidence gathered, adaptive behavioural traits of the pest(s)influencing this specific occurrence, and any other relevant information.Details on pest ingress into the building/structure (including locations,pictures, and descriptions) should also be included. e.If pest(s) are confirmed, the next step is to determine whether a pestinfestation exists. Using the assessment data, the Service Provider willdetermine the approximate numbers and species of pest(s) present, pest-specific or potential damage to the building/structure, and human health risks or other risk-related information. 04.02 Mitigation Planning and Implementation Based on the assessment, the Service Provider formulates a mitigation plan in keeping with the level of risk present. Mitigation planning and implementation have three components: (1) Access Prevention; (2) Attractant Management; and (3) Population Control. 04.03 Access Prevention: to reduce entry points into buildings and structures. - 112 - Policy Title: Pest Management Policy Page 5 of 7 Policy Number: CUL 160 a.The Service Provider should recommend modifications, where practical, toeach pest entry point into the building/structure. This should be done for each pest targeted for pest management activity in the risk assessment. b. The Manager, Facilities Maintenance must be consulted before changes to the building/structure are made. In particular, building envelope perforations(nails, screws, etc.) must be pre-approved. c.The Service Provider should also recommend modifications to remove safeharbourage inside or in proximity to the building/structure, including selective vegetation management adjacent to buildings. d.The Service Provider and Manager, Facilities Maintenance must ensure thatany building/structure modifications do not interfere with the harbourage, nestor roost sites for important and protected non-targeted wildlife, including protected bat roosts and bird nests. 04.04 Attractant Management: to deny food and water to pests in an area where they are unwanted. a.In consultation with the Manager, Facilities Maintenance, the ServiceProvider should prepare an education program to inform leaseholders andoccupants on attractant management and specifically recommend changes or modifications to avoid attracting pests and providing harbourage. b.The Service Provider should identify specific situations that requiredisinfection cleaning to remove accumulated deposits of attractant materialsor health risks (e.g., steam cleaning, etc.). 04.05 Population Control: to reduce pest numbers or control a pest infestation. a. Population control must be overseen by the Service Provider involved in the previous steps or another Service Provider who has reviewed the last pestmanagement activity. Population control is the final step in mitigationplanning and implementation. b.Trapping as population control can be done using either a Live Capture Trap or other device designed to lethally and humanely kill a pest, with minimalimpact on non-target wildlife. A trapping program must be designed andsupervised by the Service Provider and be appropriate for specific pest andsite conditions. The trapping program should meet the following requirements: •Snap Traps, Captive Bolt Traps and/or Electronic Kill Traps, or LiveCapture Traps can be deployed by the Manager, Facilities Maintenance,or property manager under the oversight of a Service Provider. •Glue Boards or sticky boards are prohibited, as these have been linked toanimal welfare concerns and are not approved for use. - 113 - Policy Title: Pest Management Policy Page 6 of 7 Policy Number: CUL 160 •Rodent bait traps using Regulated Substances, including first or second- generation Anticoagulant Rodenticides (FGARs and SGARs), are prohibited. •The Service Provider is responsible for ensuring that risk to non-targetedwildlife by any proposed trapping is reduced or eliminated when placing orusing traps. Traps should only be accessible to pest(s) that are targeted by pest management activity. •Trap locations must be recorded on a site plan and include anaccompanying monitoring plan appropriate to trap type. •Traps must be marked with the name and telephone number of theService Provider and not set in open or publicly accessible areas wherethe public, non-target wildlife, or pets can easily access them. •Traps can contain a non-toxic bait attractant. •The Service Provider must provide a dispatch report for each monitoringvisit where trapped pests or non-target wildlife are captured. The reportwill document the release or disposal of trapped animals. 04.06 Monitoring and Adaptive Management At sites where Attractant Management or Population Control measures are implemented for pest management, the Service Provider must continue to monitor the site to ensure long-term success. A monitoring plan should be prepared for these sites with details on the type of monitoring activity scheduled and the frequency of application for any pest management activity. Access prevention also needs to be monitored and maintained to ensure that pests do not regain access to the building/structure. Monitoring should be documented and provided to the Manager, Facilities Maintenance. 04.07 Reporting and Compliance No further reporting is required if a completed assessment (Step 1) did not identify a pest infestation or recommend any form of mitigation or population control. After completion of the first cycle of pest management activity (Step 2) followed by a phase of monitoring and adaptive management (Step 3), the Service Provider must document all work. All assessment and monitoring reports must be kept in a format that can be digitally transferred to the City upon request and retained by the Manager, Facilities Maintenance. 05 Application 05.01 Pest management services on City-owned property must be supervised by approved pest management Service Providers in accordance with this Corporate Policy. - 114 - Policy Title: Pest Management Policy Page 7 of 7 Policy Number: CUL 160 05.02 Pest management Service Providers must follow the Policy Statement outlined in Section 01 which is based on the precautionary principle of avoiding the use of toxic chemicals and reducing and/or eliminating the impacts of toxic substances on target and non-target wildlife. 05.03 Private property owners, residents, and businesses shall be educated on the harmful side effects of Anticoagulant Rodenticide use and encourage to follow the Policy Statement outlined in Section 01 and alternative pest management options. 05.04 Monitoring and administration of this Policy is delegated to the Director, Community Services. Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for detailed processes regarding this Policy. - 115 - Page | 1 Attachment #2 to Report CS 35-23 Communications Plan Rodenticides Educational Campaign Project Team Laura Gibbs – Director, Community Services Lindsey Narraway – Supervisor, Animal Services Nicole Hann – Coordinator, Public Affairs & Corporate Communications Elaine Knox – Community Safety & Well-Being Advisor Author and Last Updated N. Hann – November 3, 2023 Background The City of Pickering received a delegation at the May 23, 2023 Council Meeting on Rodenticides (a group of regulated chemicals generally referred to as ‘rat poisons’). At the Regular Council Meeting on June 26th, through Resolution #238/23, Council directed staff to, in part, develop a communications strategy for educating residents and business on the harmful impacts of rodenticides and the availability of humane, ecologically sustainable alternatives. As a result of learning more about rodenticides, the City will be launching an educational campaign to inform residents on the negative impacts rodenticides have, and about alternative, humane methods citizens can use for rodent control. Additionally, the City will place a focus on pet safety – as the use of rodenticides can be of risk to all animals. The City will be utilizing various communications channels to educate residents: Introduction to Rodenticides & Available Resources (Social Media Posts) – December 2023 National Poison Prevention Week – March 17 to 23, 2024 Responsible Pet Ownership Month – All of May - 116 - Page | 2 Objectives •To inform residents, businesses and other stakeholders on the harmful effects of rodenticides and of the safe alternatives that can be used for rodent control. •To provide the public with the appropriate resources they need to learn more about rodenticides and humane control options (Ontario Poison Centre, Canadian Association of Humane Trapping, Rodenticide Free Ontario, and Coyote WatchCanada) City Spokespersons Lindsey Narraway, Supervisor, Animal Services Engagement Period Introduction via Social – December 2023 National Poison Prevention Week – March 17 to 23, 2024 (& annually thereafter) Responsible Pet Ownership Month – All of May (annually) Target Audience and Stakeholders •Residents •Businesses •Community Groups PESO Model The PESO communications model stands for “paid,” “earned,” “shared” and “owned” media, and it represents a modern way for companies to integrate communications efforts while reaching audiences in an efficient, effective manner. The PESO model integrates: Paid media: including advertorial content, sponsored content, social media advertising and exclusive, membership-based publishing opportunities. Earned media: including free placements from media relations campaigns, such as press releases, bylined articles, “newsjacked” placements, investor relations, blogger relations/link building and word of mouth. Shared media: including organic social media built on curated content, reviews, forums and other online communities. Owned media: the content your business owns. It’s created specifically for your brand that is published to your website or other owned channels, including videos and other visual content. Note: the typical thought process starts with Owned>Earned>Shared>Paid. - 117 - Page | 3 Channels/Tactics Due Date Owned Media pickering.ca home page promoting survey National Poison Prevention Week banner – March 17, 2024 Rodenticides/Pet Safety banner/Responsible Pet Ownership Month –May 1, 2024 pickering.ca dedicated web page on rodenticides (including resources/links to appropriate organizations) TBD – in advance of –March 17, 2024 Digital Community Billboard Signs National Poison Prevention Week banner – March 17, 2024 Rodenticides/Pet Safety banner/Responsible Pet Ownership Month –May 1, 2024eNewsletters/Email Groups: -Your City Corporate Newsletter-Business Newsletter and Networks (includingAPBOT)-Pickering 101-Corporate Advisory Committees-ActiveNet Distribution List-All Advisory & Taskforce Members via StaffLiaisonPosters (8.5 x 11) in City facilities –March 17, 2024(leave on display through to summer) Local Business Community –March 17, 2024 Petapoloooza Event –March 11, 2024 In-Person and/or Virtual Seminar TBD Earned Media (Media Relations) News Release Issue release for both key dates – which will include information on rodenticides. National Poison Prevention Week –March 17, 2024 Rodenticides/ Responsible Pet Ownership Month –May 1, 2024 Shared Media (Social Media) Corporate Channels December 2023 until end of May 2023 Pickering Neighbourhood Facebook Groups Other City Social Handles -Adult 55+-Pickering Great Events-Etc. - 118 - Legislative Services Division Clerk’s Office Directive Memorandum June 30, 2023 To: Paul Bigioni Director, Corporate Services & City Solicitor From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on June 26, 2023 Animal Poisoning Prevention Council Decision Resolution #238/23 WHEREAS, Council acknowledges that rodenticide products are unreasonably dangerous, inhumane, and ineffective; And Whereas, rodenticides are highly toxic, persistent and compounds of bioaccumulation used to eliminate rodent populations by causing death by preventing normal blood clotting, causing internal hemorrhaging, or disturbing nervous system functions; And Whereas, rodenticides pose serious threats to Ontario’s wildlife (including raptors, songbirds, coyotes, snakes, and raccoons) and the environment (including aquatic ecosystems) through primary and secondary poisoning of non-target species, and further threaten children and pets; And Whereas, predators and scavengers are at a particularly high risk of secondary poisoning because of their dependence on rodents as a food source, with countless cases of poisoning across Ontario in the past decade; And Whereas, rodenticides are an ineffective and counterproductive means of controlling long-term rodent populations because they fail to address the root of infestation problems (i.e., access to food, shelter and other attractants), and kill predators that serve as natural and chemical-free methods of pest control (i.e., a single owl eats around 1,000 rats per year); And Whereas, the existing risk mitigation measures implemented by the federal and provincial government are incapable of adequately addressing the threats that rodenticides pose to the environment, wildlife, and human health; And Whereas, preventative measures are the best method of vector control; And Whereas, eliminating non-essential use of rodenticides is consistent with the precautionary principle; Attachment #3 to Report CS 35-23 - 119 - Council wishes to enact a policy prohibiting the use of inhumane vector control products to address public concern for the environmental wellbeing of the Corporation, and the health, safety and well-being of its inhabitants; And Whereas, And Whereas, Council deems it desirable and in the public interest to enact an Animal Poison Prevention Policy for protecting wildlife, pets, and people from unreasonable adverse effects caused by rodenticide use for the purpose of: •Eliminating inhumane methods of pest control; •Regulating and controlling the use, purchase, and sale of rodenticides; •Sustaining a healthy natural environment by protecting biodiversity; •Protecting significant and sensitive natural areas; •Protecting human health; •Maintaining water quality; and, •Protecting fish habitat as defined in the Fisheries Act, Revised Statute ofCanada 1985. Now therefore be it resolved, that the Council of The Corporation of the City of Pickering directs staff through the Office of the CAO: 1.To prepare a draft Policy banning the use of rodenticides on all City of Pickering properties; 2.To include a communications strategy for educating residents and business onthe harmful impacts of rodenticides and the availability of humane, ecologicallysustainable alternatives; 3.To implement humane practices in regards to pest control on all City of Pickering properties; 4.To have staff report back to Council no later than Q4; and, 5.That Council requests that the Mayor write, on behalf of Council, to theprovincial Ministry of the Environment, Conservation and Parks (MECP) requesting that the Province of Ontario introduce a Province wide ban on the use of rodenticides, to increase protection for wildlife species. Please take any action deemed necessary. Susan Cassel Copy: Chief Administrative Officer - 120 - Report to Executive Committee Report Number: CS 36-23 Date: December 4, 2023 From: Laura Gibbs (Acting) Director, Community Services Subject: Highway Traffic Act Amendments - Community Safety and Well-Being Committee - File: A-1440-001 Recommendation: 1. That Report CS 36-23, regarding Highway Traffic Act Amendments, Community Safety and Well-Being be received; 2. That further to the recommendation of the Community Safety and Well-Being Committee, that Council be requested to send a letter to the Ontario Minister of Transportation and the Ontario Minister of Municipal Affairs and Housing requesting an amendment to the Highway Traffic Act s.205.1, to allow municipalities to locate a temporary Automated Speed Enforcement system on any roadway under the jurisdiction of the municipality, as determined by the municipality, and not restricted to only community safety zone and school safety zones; and, 3. That the letter be copied to the local area Minister of Provincial Parliament, the Association of Municipalities in Ontario, and all Durham Region area municipalities. Executive Summary: The purpose of this report is to advise Council that the Community Safety and Well-Being Advisory Committee recommends supporting amendments to the Highway Traffic Act. On May 10, 2023, Council received Correspondence 22-23 from Danielle Manton, City Clerk, City of Cambridge, regarding Highway Traffic Act (HTA) Amendments. The Correspondence (Attachment 1) resolves that the City of Cambridge request that the Ontario Government amend s.205.1 of the HTA to permit municipalities to locate an Automated Speed Enforcement system temporarily on any roadway under the jurisdiction of municipalities and as determined by municipalities and not be restricted to only community safety zone and school safety zones. At the Council meeting on May 29, 2023, Council directed that Correspondence 22-23 be reviewed by the Community Safety and Well-Being Advisory Committee and report back to Council in Q4 of 2023. The Community Safety and Well-Being Committee reviewed Correspondence 22-23 on November 9, 2023 and, by unanimous vote, recommend that Council introduce and endorse a motion requesting that the Ontario Government amend s.205.1 of the HTA to permit municipalities to locate an Automated Speed Enforcement system temporarily on any roadway - 121 - CS 36-23 December 4, 2023 Subject: Highway Traffic Act Amendments Page 2 under the jurisdiction of municipalities and as determined by municipalities and not be restricted to only community safety zone and school safety zones; and, that said motion be forwarded to the Ontario Minister of Transportation, the Ontario Minister of Municipal Affairs and Housing, local area Minister of Provincial Parliament, the Association of Municipalities in Ontario, and all Durham Region area municipalities. Financial Implications: There are no financial impacts that result from adopting the recommendations in this report. Discussion: Automated Speed Enforcement (ASE) is a relatively new technology and is rapidly becoming a proven and effective way to enforce speed limits and provide safer roads for pedestrians, motorists, and cyclists. The ASE Program includes the deployment of a roadside speed measurement device and a camera in the road boulevard that can automatically detect the speed of a vehicle and take a photograph of the rear license plate of speeding vehicles. In Pickering, these cameras are located in designated Community Safety Zones near schools where children tend to walk, run and play, and speeding vehicles puts them at risk. Motorists photographed speeding in the Community Safety Zones are ticketed. Offences are first reviewed by a Provincial Officer to ensure accuracy, and if warranted, a ticket will be mailed to the registered plate owner of the vehicle within 30 days. Like speeding tickets issued by Police Officers, the fine amount is based on how much the driver is exceeding the posted speed limit. In Community Safety Zones, fines are doubled. Tickets are mailed to the registered plate owner of the vehicle with no demerit points. Pickering was the 16th Municipality to sign onto the Ontario ASE program. This initiative is in support of Durham Vision Zero, a long-term plan to ensure a safe transportation system that sees no lives lost or serious injuries on Pickering’s roadways. The Community Safety and Well-Being Advisory Committee members express support for the ASE program and expansion of this program to improve road safety in Pickering. Therefore, the Community Safety & Well-Being Advisory Committee recommend that Council introduce and endorse a motion requesting that the Ontario Government amend s.205.1 of the HTA to permit municipalities to locate an Automated Speed Enforcement system temporarily on any roadway under the jurisdiction of municipalities and as determined by municipalities and not be restricted to only community safety zone and school safety zones; and, that said motion be forwarded to the Ontario Minister of Transportation, the Ontario Minister of Municipal Affairs and Housing, local area Minister of Provincial Parliament, the Association of Municipalities in Ontario, and all Durham Region area municipalities. Attachment: 1. Correspondence 22-23 regarding Highway Traffic Act Amendments - 122 - CS 36-23 December 4, 2023 Subject: Highway Traffic Act Amendments Page 3 Prepared By: Approved/Endorsed By: Elaine Knox Laura Gibbs Community Safety and Well-Being Advisor (Acting) Director, Community Services LG:ek Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By Original Signed By Original Signed By - 123 - The Corporation of the City of Cambridge Corporate Services Department Clerk’s Division The City of Cambridge 50 Dickson Street, P.O. Box 669 Cambridge ON N1R 5W8 Tel: (519) 740-4680 ext. 4585 mantond@cambridge.ca May 10, 2023 Re: Highway Traffic Act Amendments Dear Ms. Mulroney, At the Council Meeting of May 9, 2023, the Council of the Corporation of the City of Cambridge passed the following Motion: WHEREAS speeding on our roads is a major concern in our community, AND WHEREAS speeding can occur in all areas of our community, AND WHEREAS barriers and delays to enforcement pose a danger to our community, AND WHEREAS our municipality has limited resources to implement speed mitigation road design and re-design, AND WHEREAS our local police service has limited resources to undertake speed enforcement, AND WHEREAS s.205.1 of the Highway Traffic Act (HTA) provides that Automated Speed Enforcement systems (ASE) may only be placed in designated community safety zones and school safety zones, THEREFORE BE IT RESOLVED THAT, the City of Cambridge request that the Ontario Government amend s.205.1 of the HTA to permit municipalities to locate an ASE system permanently or temporarily on any roadway under the jurisdiction of municipalities and as determined by municipalities and not be restricted to only community safety zones and school safety zones; AND THAT a copy of this resolution be forwarded to the Ontario Minister of Transportation, the Ontario Minister of Municipal Affairs and Housing, local area MPPs, the Association of Municipalities of Ontario (AMO) and all Ontario Municipalities. Attachment #1 to Report CS 36-23 - 124 - Should you have any questions related to the approved resolution, please contact me. Yours Truly, Danielle Manton City Clerk Cc: (via email) Steve Clark, Ontario Minister of Municipal Affairs and Housing Local Area MPPs Association of Municipalities of Ontario (AMO) All Ontario Municipalities Original Signed By - 125 - Report to Executive Committee Report Number: ENG 14-23 Date: December 4, 2023 From: Richard Holborn Director, Engineering Services Subject: Proposed Community Safety Zone Extension - Rosebank Road – Toynevale Road to Maitland Drive - File: A-1440 Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “14” to By-law 6604/05 to provide for the regulation of Community Safety Zones on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering to extend the south limit of the Community Safety Zone on Rosebank Road from Dahlia Crescent/Cowan Circle to Maitland Drive; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: Based on ongoing speeding and pedestrian safety concerns on Rosebank Road south of the intersection of Dhalia Crescent/Cowan Circle, Engineering Services staff conducted a review to consider extending the existing Community Safety Zone (CSZ) limits a distance of approximately 70 metres south to Maitland Drive. The intersection of Dhalia Crescent/Cowan Circle and Rosebank Road has an existing all-way stop, and a school crossing guard. Vehicle speeds on Rosebank Road south of Dhalia Crescent/Cowan Circle, are reasonable with an average speed of 39 km/h and an 85th percentile speed of 47 km/h. However, motorists have been witnessed travelling at slightly higher rates of speed in the off peak hours. An extension of the CSZ will assist with deterring speeding vehicles during all times of the day. Therefore based on the review, it is recommended that the CSZ on Rosebank Road be extended from Dahlia Crescent/Cowan Circle to approximately 70 metres south to Maitland Drive. Financial Implications: The supply and installation of posts and Community Safety Zone signs as required can be accommodated within the 2023 Roads Current Budget. Discussion: In response to concerns of ongoing speeding and pedestrian safety concerns on Rosebank Road south of the intersection of Dhalia Crescent/Cowan Circle, Engineering Services staff reviewed this section of road for consideration of extending the existing Community Safety Zone (CSZ) on Rosebank Road a distance of approximately 70 metres south to Maitland Drive. - 126 - December 4, 2023 ENG 14-23 Subject: Community Safety Zone Extension Rosebank Road – Toynevale Road to Maitland Drive Page 2 The existing CSZ on Rosebank Road extends from Toynevale Road at the north limit to Dahlia Crescent/Cowan Circle at the south limit. Extending the Community Safety Zone on Rosebank Road to Maitland Drive would assist with vehicle and pedestrian safety near Rosebank Road Public School The City has reviewed the request to extend the CSZ on Rosebank Road to include the section between Dhalia Crescent/Cowan Circle and Maitland Drive. The results of the review are: 1.The intersection of Dhalia Crescent/Cowan Circle and Rosebank Road has an existing all- way stop condition. A school crossing guard is also present at this intersection during theschool’s peak times. Extension of the CSZ for northbound traffic in advance of thisintersection will alert motorists sooner that they are entering an area where pedestrian safetyis of special concern. 2. The speed of vehicles are not necessarily high on Rosebank Road south of Dhalia Crescent/Cowan Circle (average speed of 39 km/h and a 85th percentile speed of 47 km/h),likely due to the increased volume of vehicles that occur near the school and park whenpedestrian activity is at its highest. However, motorists have been witnessed travelling atslightly higher rates of speed in the off peak hours, and extension of the CSZ will assist with deterring speeding vehicles during all times of the day. Therefore, based on the ongoing speeding and pedestrian concerns during the school pick-up and drop-off times and in the off peak hours, the proximity of Rosebank Road Public School and Rick Hull Memorial Park, and the volume of pedestrians in the area, staff recommend that the CSZ on Rosebank Road be extended from Dahlia Crescent/Cowan Circle to a distance of approximately 70 metres south to Maitland Drive. The Rosebank Road CSZ is on the rotation schedule for a portable camera for automated speed enforcement, however, with the proposed extension it should be noted that the location of the speed camera will not change as it is most effective directly in front of the school and park. The proposed extension to the CSZ on Rosebank Road is shown graphically in Attachment 1. The draft by-law amendment to Schedule “14” of By-law 6604/05, for the proposed Community Safety Zone extension is provided in Attachment 2. Engineering Services staff will continue to address the need for additional CSZ’s , and the extension of existing CSZ’s, as a tool for addressing traffic safety, and will provide updates to By-law 6604/05 as required. Attachments: 1.Proposed Community Safety Zone Extension, Rosebank Road between Dahlia Crescent/Cowan Circle and Maitland Drive 2.Draft by-law, Amendment to Schedule “14” – Community Safety Zones to By-law 6604/05 - 127 - December 4, 2023 ENG 14-23 Subject: Community Safety Zone Extension Rosebank Road – Toynevale Road to Maitland Drive Page 3 Prepared By: Approved/Endorsed By: Original signed by:Original signed by: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Original signed by: Nadeem Zahoor, P. Eng., M.Eng. Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Original signed by: Marisa Carpino, M.A. Chief Administrative Officer - 128 - Proposed Community Safety Zone Extension Rosebank Road between Dahlia Crescent/Cowan Circle and Maitland Drive NTS November, 2023 Engineering Services Department N Toynevale Road Rosebank Road Public School Ro s e b a n k R o a d Dhalia Crescent Cowa n C i r c l e Maitland Drive Legend Existing Community Safety Zone Community Safety Zone Extension Rick Hull Memorial Park Attachment #1 to Report ENG 14-23 - 129 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 14 to By-law 6604/05 to provide for the regulation of community safety zones on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering, specifically this by-law amendment will extend the south limit of the community safety zone on Rosebank Road from Dhalia Crescent/Cowan Circle to Maitland Drive. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 14 to By-law 6604/05, as amended, is hereby further amended theretoby the following: Schedule 14 Community Safety Zones Column 1 Column 2 Column 3 Highway Limits (From/To) Prohibited Times or Days Delete Rosebank Road Toynevale Road to Anytime Dhalia Crescent/Cowan Circle Attachment #2 to Report ENG 14-23 - 130 - By-law No. Page 2 Schedule 14 Community Safety Zones Column 1 Column 2 Column 3 Highway Limits (From/To) Prohibited Times or Days Add Rosebank Road Toynevale Road to Anytime Maitland Drive By-law passed this 11th day of December 2023. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 131 - Report to Executive Committee Report Number: ENG 15-23 Date: December 4, 2023 From: Richard Holborn Director, Engineering Services Subject: Detail Design for Sixth Concession Road Reconstruction and Bridge Rehabilitation Project -Request for Proposal No. RFP2023-17-File: A-1440 Recommendation: 1.That Request for Proposal No. RFP2023-17, submitted by The Greer Galloway GroupInc., for the Detail Design of Sixth Concession Road Reconstruction and BridgeRehabilitation in the amount of $371,147.37 (HST included), be accepted; 2. That the total gross project cost of $415,685.00 (HST included), including the fee amount, and other associated costs, and the total net project cost of $374,337.00 (net of HSTrebate) be approved; 3.That Council authorize the Director, Finance & Treasurer to finance the total net projectcost of $374,337.00 as follows: a)the sum of $225,000.00 to be funded by a transfer from the Roads & Bridges Reserve Fund as approved in the 2017 and 2018 Capital Budgets; b) the additional sum of $149,337.00 to be funded by a transfer from the RateStabilization Reserve to cover the remaining over expenditure; and, 4.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: This request for external Consulting Engineering Services is required to complete the engineering design for both the Greenwood Bridge rehabilitation and the Sixth Concession Road reconstruction (including a new storm sewer and the reconstruction of the existing storm sewer outfall, and channel restoration into Duffins Creek). Request for Proposal No. RFP2023-17 was advertised on the City’s bids & tenders portal on August 18, 2023 and closed on September 19, 2023 with one proposal submitted. The Evaluation Committee consisting of staff from the Engineering Services Department conducted independent reviews and evaluations of the proposal received using criteria outlined in the bid document. The evaluation committee recommends approval of the fee proposal submitted by The Greer Galloway Group Inc. for Consulting Engineering Services for the Detail Design of Sixth - 132 - ENG 15-23 December 4, 2023 Subject: Detail Design for Sixth Concession Road Reconstruction and Bridge Rehabilitation Project Request for Proposal No. RFP2023-17 Page 2 Concession Road Reconstruction and Bridge Rehabilitation Project in the amount $371,147.37 (HST included). It is also recommended that a net project cost of $374,337.00 (net of HST) be approved. Financial Implications: 1. Proposal Amount Request for Proposals No. RFP2023-17 $328,449.00 HST (13%) 42,698.37 Total $371,147.37 2. Estimated Project Costing Summary Request for Proposals No. RFP2023-17 – Fee proposal $328,449.00 Associated Costs Contingency (12%) 39,414.00 Sub Total – Costs $367,863.00 HST (13%) 47,822.00 Total Gross Project Cost $415,685.00 HST Rebate (11.24%) (41,348.00) Total Net Project Cost $374,337.00 3. Approved Source of Funds Expense Code Source of Funds Budget Required C10570.1803.01-504001 Roads & Bridges Reserve Fund $225,000.00 $225,000.00 C10570.1803.01-504001 Rate Stabilization Reserve 0.00 149,337.00 $225,000.00 $374,337.00 Net project cost (over) under approved funds ($149,337.00) - 133 - ENG 15-23 December 4, 2023 Subject: Detail Design for Sixth Concession Road Reconstruction and Bridge Rehabilitation Project Request for Proposal No. RFP2023-17 Page 3 Discussion: The section of Sixth Concession Road from Highway 7 to Greenwood Road serves as the western entrance into the Hamlet of Greenwood. The existing road (Asset ID R- 6000) and the Greenwood Bridge (Asset ID Struct-Bridge-6001) have not been resurfaced or rehabilitated since 1970 and are in need of infrastructure improvements. The Engineering Services Department has recognized the need to retain an experienced Consulting Engineering firm to complete the engineering design for both the Greenwood Bridge rehabilitation and the Sixth Concession Road reconstruction (including a new storm sewer and the reconstruction of the existing storm sewer outfall, and channel restoration into Duffins Creek). This design award will require the consultant to incorporate key planning principles including public and agency consultation, an evaluation of the existing infrastructure, provide a range of improvement solutions including recommendations, a cost estimate, all permits required, utility relocation drawings (if required) and a tender-ready package for construction complete with drawings. Request for Proposal No. RFP2023-17 was advertised on the City’s bids & tenders portal on August 18, 2023 and closed on September 19, 2023 with one proposal submitted. The Evaluation Committee consisting of staff from the Engineering Services Department conducted independent reviews and evaluations of the proposal received using criteria outlined in the bid document. The Greer Galloway Group Inc. and its team of sub-consultants were previously hired by the City to undertake the detail design for the replacement of the Altona Bridge and Wilson Bridge projects. Staff had excellent experience with The Greer Galloway Group Inc. on these projects. They have the necessary experience with this type of infrastructure project to ensure that the detail design of the Sixth Concession Road Reconstruction and Bridge Rehabilitation Project is completed in accordance with current design criteria. Staff recommend approval of the fee proposal submitted by The Greer Galloway Group Inc. for Consulting Engineering Services for the Sixth Concession Road Reconstruction and Greenwood Bridge Rehabilitation Project in the amount of $371,147.37 (HST included). It is also recommended that a net project cost of $374,337.00 (net of HST rebate) be approved. Attachments: 1. Location Map - 134 - ENG 15-23 December 4, 2023 Subject: Detail Design for Sixth Concession Road Reconstruction and Bridge Rehabilitation Project Request for Proposal No. RFP2023-17 Page 4 Prepared By: Approved/Endorsed By: Scott Booker Richard Holborn, P. Eng. Manager, Capital Projects & Infrastructure Director, Engineering Services Cathy Bazinet Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer DL:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: - 135 - •••••• •• •• •••••••••••• •• •• •• •• •• •• •• •• •• • • •• •• •• •• •• •••• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •••••••••••••••••• •• •• •• •• •••••••••••••••••••••••••••• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• ••• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• High w a y 7 We s t n e y R o a d Gr e e n w o o d R o a d Pa d d o c k R o a d Sixth Concession Road Highway 4 0 7 Greenridge Drive Du f f i n s C r e e k SCALE: Engineering Services Department Nov. 14, 2023 DATE: •• 1:6,853 Greenwood Location Map Sixth Concession Road Attachment #1 to Report ENG 15-23 - 136 - Report to Executive Committee Report Number: ENG 16-23 Date: December 4, 2023 From: Richard Holborn Director, Engineering Services Subject: Dedicated Outdoor Pickleball Court Options – South Pickering - File: A-1440 Recommendation: 1. That Report ENG 16-23 regarding dedicated outdoor pickleball court options in South Pickering be received; 2. That staff be directed to continue discussions with the Toronto and Region Conservation Authority with respect to possible arrangements for a dedicated pickleball facility in the Petticoat Creek Conservation Park; 3. That staff be directed to continue the investigation of a potential site for a dedicated outdoor pickleball facility within South Pickering through the Recreation and Parks Master Plan update, and to continue dialogue with the 1st Pickering Pickleball Club regarding site selection and facility design; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: Over the past few years, the sport of pickleball has become increasingly popular and demand for court time has far exceeded the facilities available within the City of Pickering. The 1st Pickering Pickleball Club have requested that the City construct a dedicated outdoor facility in South Pickering. At the June 26, 2023 Council meeting, Resolution #236/23 was passed, directing staff to investigate three park locations as possible options for the construction of eight pickleball courts. The locations suggested were Alex Robertson Park, Diana, Princess of Wales Park, and Petticoat Creek Conservation Park (PCCP). Of the locations suggested, PCCP may be the only viable option, pending further discussions with the Toronto and Region Conservation Authority (TRCA) on a long-term lease or management agreement arrangement for City use of the park space. Staff have also investigated the possibility of locating the outdoor pickleball facility in Village East Park, which is adjacent to Diana, Princess of Wales Park as an alternate optional site. Further investigation into both locations is required, and staff recommend that this be conducted through the Recreation and Parks Master Plan update process. - 137 - ENG 16-23 December 4, 2023 Subject: Dedicated Outdoor Pickleball Court Options – South Pickering Page 2 Financial Implications: There are no financial implications at this time. The plan for community and stakeholder consultation is to include this in the Recreation and Parks Master Plan process with no additional cost. Funds will be included in the 2025 Parks Capital budget request for council consideration, to be used for the construction of a pickleball facility, at a location to still be determined. Discussion: Over the past few years, the sport of pickleball has become increasingly popular and demand for court time has far exceeded the facilities available within the City of Pickering. Currently the City has the following outdoor pickleball courts available to the public: • one court in Amberlea Park; • four courts shared with tennis in Claremont Memorial Park; • one court shared with the basketball facility in Rick Hull Memorial Park; and, • two courts shared with tennis in Village East Park. There are plans to construct shared multi-use courts in Beechlawn Park and in the future village green on Four Seasons Lane in Duffin Heights that would accommodate two pickleball courts in each. The design drawings for a four court shared facility at the Amberlea Tennis Club in Shadybrook Park are currently being completed for tender, and four dedicated pickleball courts are also being proposed in the Dave Ryan Community Park that is to be constructed at Mulberry Lane and Alexander Knox Drive in Seaton. The 1st Pickering Pickleball Club have requested that the City construct an outdoor facility dedicated for pickleball in South Pickering. At the June 26, 2023 Council meeting, Resolution #236/23 was passed, directing staff to investigate three park locations as possible options for the construction of eight pickleball courts: Alex Robertson Park, Diana, Princess of Wales Park, and PCCP. Alex Robertson Park is under the ownership of Ontario Power Generation (OPG). The park has been the site of significant OPG restoration projects and numerous land stewardship activities. Other than the cricket pitch which is entirely turf, and a gravel parking area, this passive park has a very natural setting. OPG staff have advised that they are not supportive of the construction of pickleball courts at this location as it would impact the natural environment and ecosystems within the site. Diana, Princess of Wales Park is located entirely within a hydro corridor, under Infrastructure Ontario ownership, and control of Hydro One Networks Inc. (HONI). Recent correspondence with HONI has indicated that they will no longer accept the construction of permanent structures and inclusion of conductive (metallic) materials within the corridor. Existing site features within Diana, Princess of Wales Park would no longer be approved for construction under the current technical considerations for secondary land use proposals on Hydro One transmission corridors. Structures include features such as the fencing that would be required around and between the pickleball courts. As such, this park cannot be considered for the construction of an outdoor pickleball facility. - 138 - ENG 16-23 December 4, 2023 Subject: Dedicated Outdoor Pickleball Court Options – South Pickering Page 3 PCCP is regulated and under ownership of the TRCA. The City is currently investigating the possibility of entering into a long-term lease or management agreement with TRCA, to take over the management and programming of this park space. Initial discussions with TRCA staff indicate that pickleball may be considered a suitable use for this site, however, further investigations and discussions with Senior Planning staff from the TRCA will be required prior to confirmation. Staff have also investigated the possibility of locating the eight court pickleball facility on the west side of Village East Park which is located adjacent to Diana, Princess of Wales Park. The park is serviced by a gravel parking area and currently has three soccer pitches, two public tennis courts that were recently relined to share with pickleball, and a children’s playground area. One soccer pitch would need to be removed to provide adequate space for the pickleball courts, and the programming of the soccer pitch would need to be moved to another park. The City is currently updating the Recreation and Parks Master Plan, anticipated to be completed by June 2024. The Master Plan document will also better inform staff of the anticipated ultimate needs for pickleball courts City wide. Staff recommend further investigation and analysis of a location for a dedicated outdoor pickleball facility be conducted through the Recreation and Parks Master Plan update process. Resolution #236/23 directed staff to have consideration for design and construction during the 2024 Capital budget process, however, staff are of the opinion that a 2024 timeline is premature due to the ongoing status of investigations/studies. Staff will be recommending design and construction in 2025 and has included this request in the 2025 Capital Forecast. Attachments: 1.Directive Memorandum for Resolution #236/23, dated June 30, 2023 Prepared By: Approved/Endorsed By: Arnold Mostert, OALA Richard Holborn, P. Eng. Manager, Landscape & Parks Development Director, Engineering Services AM:mjh Original signed by:Original signed by: - 139 - ENG 16-23 December 4, 2023 Subject: Dedicated Outdoor Pickleball Court Options – South Pickering Page 4 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by: - 140 - Legislative Services Division Clerk’s Office Directive Memorandum June 30, 2023 To: Richard Holborn Director, Engineering Services From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on June 26, 2023 Outdoor Pickleball Options – South Pickering Council Decision Resolution #236/23 Please take any action deemed necessary. Susan Cassel Copy: Chief Administrative Officer WHEREAS, Pickleball is one of the fastest growing sport in North America; And Whereas, although future parks in Central Pickering will ensure the availability of outdoor facilities for Pickleball, there is an urgent need to find available outdoor space to accommodate current needs which has outpaced available courts; And Whereas, 1st Pickering Pickleball Club has taken on a lead role organizing Pickleball in the City of Pickering; Now therefore be it resolved, that the Council of The Corporation of the City of Pickering recognizes the need to locate space and construct Pickering’s first dedicated outdoor Pickleball court in South Pickering and directs staff through the Office of the CAO to work with 1st Pickering Pickleball Club to: 1.Investigate the following 3 locations as possible options for the construction of8 Pickleball courts (equivalent to the space required for 2 tennis courts): (a)Alex Robertson Park;(b)Diana Princess of Wales Park; and, (c)Petticoat Creek Conservation Park; and, 2.Report back to Council in Q4 2023 on the recommended option, including awork plan for Community/Stakeholder engagement, that will enableengagement, design and construction to be considered during the 2024Capital Budget process. Attachment #1 to Report ENG 16-23 - 141 - Report to Executive Committee Report Number: FIN 19-23 Date: December 4, 2022 From: Stan Karwowski Director, Finance & Treasurer Subject: 2022 Building Permit Stabilization Reserve Fund - File: F-4910-001 Recommendation: It is recommended that Report FIN 19-23 from the Director, Finance & Treasurer regarding the 2022 Building Permit Stabilization Reserve Fund be received for information. Executive Summary: Section 7(4) of the Building Code Act (the “Act”) requires the City to prepare an annual report of building permit and inspection fees and related administrative and enforcement costs. This report fulfills the requirements of Section 7(4) of the Act. This report also contains information about the City’s Building Permit Stabilization Reserve Fund. Financial Implications: This report contains information pertaining to the financial status of the Building Permit Stabilization Reserve Fund as at December 31, 2021. Discussion: In December 2005, Council approved Report PD 41-05, which enacted a new building permit process and fees under the Act. The Act requires permit fees to be accounted for, and not used to subsidize City functions other than administration and enforcement of the Act and the Ontario Building Code. Watson & Associates Economists Ltd. was retained to undertake a comprehensive analysis of all Planning & Development costs, fees and legislative requirements and to develop an Activity Based Costing (ABC) model for the City. Using this information, Watson & Associates Economists Ltd. recommended an increase in building permit fees to provide for cost recovery. The purpose of the Building Permit Stabilization Reserve Fund is to provide a source of funds for current operating budget costs during an economic downturn to offset lower building permit revenues. Without such a reserve fund, reduced growth and permit volumes during a downturn could result in severe budgetary pressures which could impair the City’s ability to enforce the Act and the Ontario Building Code. The Act requires that an annual report be prepared that includes the total Building Permit fees collected in the previous 12-month period and a summary of directly and indirectly related administrative costs. - 142 - FIN 19-23 December 4, 2023 Subject: 2022 Building Permit Stabilization Reserve Fund Page 2 For many years, the City experienced a relatively low rate of development since the Building Permit Stabilization Reserve Fund was established in 2006. As a result, the accumulated shortfall for this reserve fund as of December 31, 2021, was $2.48 million. Due to an excess of building permit revenues over costs in 2022, the accumulated shortfall can be reduced by the excess of revenues in the amount of $469,184, translating into a revised accumulated deficit figure of $2.01 million for the Building Permit Stabilization Reserve Fund. Annual Report – Building Permit Fees for the year ended December 31, 2022 Building Permit Revenue $3,731,940 Costs: Direct Costs $ (2,788,680) Indirect Costs (474,076) Capital Costs (3,262,756) Excess (Shortfall) Revenue Over Costs $ 469,184 Building Permit Stabilization Reserve Fund Opening Balance, January 1, 2021 $ - 2022 Contribution 469,184 Transfer to the Rate Stabilization Reserve (469,184) Closing Balance, December 31, 2022 $ - Transfers to the Rate Stabilization Reserve For the majority of municipalities, building permit revenues are sufficient to cover direct and indirect operating costs. In addition, many municipalities have excess funds that are transferred to their Building Permit Stabilization Reserve Fund and these funds are used to cover any future operating shortfall in their Building Services section. As stated earlier, up until 2017, Pickering had historically experienced a low level of construction activity that translated into lower building permit revenues. For most municipalities, the budgeted and actual cost of their Building Services section and/or department is fully funded from building permit revenues. Historically, the Building Services section required a financial subsidy from the Pickering taxpayer to fund their operations. As of December 31, 2021, the accumulated financial subsidy or deficit was $2.48 million. From a financial perspective, this subsidy was funded from the Rate Stabilization Reserve. The City’s financing strategy is to reduce this deficit (subsidy) over time by transferring the Building Services operating surpluses to the Rate Stabilization Reserve. In 2022, Building Services had an operating surplus of $469,184 which was transferred from the Building Permit Stabilization Reserve Fund to the Rate Stabilization Reserve which further reduced the deficit. - 143 - FIN 19-23 December 4, 2023 Subject: 2022 Building Permit Stabilization Reserve Fund Page 3 Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: James Halsall Stan Karwowski Division Head, Finance Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 144 - Report to Executive Committee Report Number: FIN 20-23 Date: December 4, 2023 From: Stan Karwowski Director, Finance & Treasurer Subject: 2024 Interim Levy and Interim Tax Instalment Due Dates File: F-4200-001 Recommendation: 1. That an interim property tax levy be adopted for all realty property classes for 2024; 2. That the interim property tax levy instalment due dates be February 26 and April 26, 2024; 3. That the attached draft By-law, providing for the imposition of the taxes, be enacted; and 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: Each year, prior to the adoption of the estimates for the year, Council authorizes the adoption of a By-law that establishes an interim tax levy to all property classes, payment due dates, and penalty and interest charges. Under Provincial legislation, the interim levy can be no more than 50 per cent of the previous year’s annualized taxes. The tax levy raises funds that are used for the continuing operations of the City, Region and the School Boards. These due dates are relatively unchanged from prior years. Financial Implications: This is an annual report which is procedural in nature. Enacting a By-law that establishes an interim tax levy to all properties will permit the City to meet its financial obligations and reduce borrowing costs until such time as the 2024 Budget is adopted and 2024 Final Tax Levy By-laws are approved by Council. The first instalments payable to the School Boards and Region are due shortly after the due dates. Discussion: In accordance with the Municipal Act, 2001, as amended, the City issues interim property tax bills based on the previous year’s annualized taxes. Those taxpayers that utilize the City’s Pre-authorized Tax Payment Plan (PTP) will have the benefit of spreading any potential tax increase over the six instalments that occur after the - 145 - Report FIN 20-23 December 4, 2023 Subject: 2024 Interim Levy and Interim Tax Instalment Due Dates Page 2 _________________________________________________________________________ City’s Budget has been passed and after the Province sets the 2024 (final) education tax rates. The City currently has approximately 12,400 taxpayers using the monthly PTP program. Taxpayers who have taxes included with their mortgage payments pay their taxes over a 12-month period and also do not experience the impact of an increase to the same extent as a taxpayer who pays their taxes on the four regular instalment due dates. Since 2021, the taxation counter property tax payments were limited to either cheque or debit. This change has worked well both for residents paying their taxes and City staff. The payment processing time for cheque or debit payments is quicker than cash transactions and therefore, taxation staff can serve the customer quicker. The reduction of cash payments reduces the possible transmission of COVID or future COVID strains. For 2024, staff will continue with this policy of only receiving cheques or debit payments for City Hall taxation counter payments. It should be noted that the taxpayer still has the option of paying their property taxes through the internet, at their financial institution or use the City’s drop box. Attachments: 1. By-law to Establish the 2024 Interim Instalment Due Dates Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Karen Uphoff James Halsall Supervisor, Taxation Division Head, Finance Original Signed By: Stan Karwowski Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 146 - Attachment #1 to Report FIN 20-23 The Corporation of the City of Pickering By-law No. /23 Being a by-law for the collection of taxes and to establish the instalment due dates for the Interim Levy 2024 Whereas Section 317 of the Municipal Act, 2001, S.O.2001, c.25, as amended, provides that the council of a local municipality may, before the adoption of the estimates for the year, pass a by-law levying amounts on the assessment of property, in the local municipality ratable for local municipality purposes; and Whereas, the Council of the Corporation of the City of Pickering deems it appropriate to provide for such an interim levy on the assessment of property in this municipality. Now therefore, the Council of the Corporation of the City of Pickering hereby enacts as follows: 1. The amounts levied shall be as follows: a. For the residential, pipeline, farmland and managed forest property classes there shall be imposed and collected an interim levy of: If no percentage is prescribed, 50 per cent of the total annualized taxes for municipal and school purposes levied in the year 2023. b. For the multi-residential, commercial and industrial property classes there shall be imposed and collected an interim levy of: If no percentage is prescribed, 50 per cent of the total annualized taxes for municipal and school purposes levied in the year 2023. c. For the payment-in-lieu property classes, there shall be imposed and collected an interim levy of: If no percentage is prescribed, 50 per cent of the total annualized taxes for municipal and where applicable for school purposes, levied in the year 2023. 2. For the purposes of calculating the total amount of taxes for the year 2024 under paragraph 1, the Treasurer has the authority to prescribe the percentage for the calculation of the interim taxes, and if any taxes for municipal and school purposes were levied on a property for only part of 2023 because assessment was added to the collector’s roll during 2023, an amount shall be added equal to the additional taxes that would have been levied on the property if taxes for municipal and school purposes had been levied for the entire year. 3. The provisions of this by-law apply in the event that assessment is added for the year 2023 to the collector’s roll after the date this by-law is passed and an interim levy shall be imposed and collected. - 147 - By-law No. Page 2 4. Taxes shall be payable to the Treasurer, City of Pickering. 5. When not in default, the payment of taxes, or any instalment thereof, may also be made at any financial institution permitted by Subsection 346 (2) of the Municipal Act, 2001, S.O. 2001 c. 25, as amended. 6. The Treasurer may mail, or cause to be mailed, all notices of taxes required in accordance with the provisions of the Municipal Act, 2001, S.O. c. 25, as amended, to the address of the residence or place of business or to the premises in respect of which the taxes are payable unless the taxpayer directs the Treasurer in writing to send the bill to another address, in which case it shall be sent to that address. Notices will not be mailed to tenants. It is the responsibility of the person taxed to notify and collect taxes from tenants or other persons. 7. The Treasurer is hereby authorized to accept part payment from time to time on account of any taxes due, in accordance with the provisions of subsection 347 (1) and (2) of the Municipal Act, 2001, S.O. c.25, as amended, and to give a receipt for such part payment under Section 346 (1) of the Municipal Act, 2001, S.O. c.25, as amended. 8. The Treasurer is hereby authorized to prepare and give one separate tax notice for the collection of 2024 interim taxes, 1 notice being an interim notice, with 2 instalments under the provisions of Section 342 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, as follows: Interim Tax Notice - Due date of the first instalment February 26, 2024 - Due date of the second instalment April 26, 2024; or either date adjusted by the Director, Finance & Treasurer. 9. Section 8 of this by-law in respect to the due dates does not apply to those taxpayers who participate in the City’s monthly Pre-authorized Tax Payment plan (PTP). Monthly PTP interim due dates are the 1st, 8th, and 16th day of each month. 10. Except in the case of taxes payable in respect of assessments made under Sections 33 and 34 of the Assessment Act, R.S.O. 1990, c.A31, as amended, the late payment charge of 1.25 per cent for non-payment of taxes and monies payable as taxes shall be added as a penalty to every tax or assessment, rent or rate of any instalment or part thereof remaining unpaid on the first day of default and on the first day of each calendar month thereafter in which such default continues pursuant to subsections 345 (1), (2) and (3) of the Municipal Act, 2001, S.O. c.25, as amended. The Treasurer shall collect by distress or otherwise under the provisions of the applicable statutes all such taxes, assessments, rents, rates or instalments or parts thereof as shall not have been paid on or before the several dates named as aforesaid, together with the said percentage charges as they are incurred pursuant to sections 349, 350 and 351 of the Municipal Act, 2001, S.O. c.25, as amended. - 148 - By-law No. Page 3 11. In the case of taxes payable in respect of assessments made under Sections 33 and 34 of the Assessment Act, R.S.O. 1990, c.A.31, as amended, the late payment charge of 1.25 per cent for non-payment of taxes and monies payable as taxes shall be added as a penalty to every tax so payable remaining unpaid on the first day after 21 days from the date of mailing by the Treasurer of a demand for payment thereof and on the first day of each calendar month thereafter in which default continues pursuant to subsections 345 (1), (2) and (3) of the Municipal Act, 2001, S.O. c.25, as amended. It shall be the duty of the Treasurer immediately after the expiration of the said 21 days to collect at once by distress or otherwise under the provisions of the applicable statutes, all such taxes as shall not have been paid on or before the expiration of the said 21 day period, together with the said percentage charges as they are incurred pursuant to sections 349, 350 and 351 of the Municipal Act, 2001, S.O. c.25, as amended. 12. Nothing herein contained shall prevent the Treasurer from proceeding at any time with the collection of any rate, tax or assessment, or any part thereof, in accordance with the provisions of the statutes and by-laws governing the collection of taxes. 13. Where tenants of land owned by the Crown or in which the Crown has an interest are liable for the payment of taxes and where any such tenant has been employed either within or outside the municipality by the same employer for not less than 30 days, such employer shall pay over to the Treasurer on demand out of any wages, salary or other remuneration due to such employee, the amount then payable for taxes under this by-law and such payment shall relieve the employer from any liability to the employee for the amount so paid. 14. If any section or portion of this by-law is found by a court of competent jurisdiction to be invalid, it is the intent of Council for the Corporation of the City of Pickering that all remaining sections and portions of this by-law continue in force and effect. 15. That this by-law is to come into effect on the 1st day of January, 2024. By-law passed this 11th day of December, 2023. ______________________________ Kevin Ashe, Mayor ______________________________ Susan Cassel, Clerk - 149 - Report to Executive Committee Report Number: FIN 21-23 Date: December 4, 2023 From: Stan Karwowski Director, Finance & Treasurer Subject: 2024 Interim Spending Authority - File: F-1000-001 Recommendation: 1. That the 2024 Interim Operating Expenditures be approved at 50 percent of the prior year’s budget, including adjustments, as contained in Attachment 1, pending approval of the formal 2024 Current Budget by Council; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: Adoption of the interim current operating spending authority will provide funding authorization for the payment of salaries, overhead and such other accounts as may be necessary for the normal day-to-day operations of the City pending approval of the 2024 Current Budget. Financial Implications: Adoption of the interim current operating appropriations does not constitute approval of a formal budget but rather is required to provide funding authorization at the transitional stage. At the conclusion of the budget process, all interim current operating appropriations are nullified and replaced with the appropriations as approved by Council. Discussion: Each year, pending finalization of the Current Budget, it is necessary to provide expenditure authority respecting the payment of accounts for the interim period from January 1 until the Budget is adopted. Such authority is in the form of interim current operating appropriations to meet estimated expense requirements of the individual departments, agencies and boards. Staff are seeking approval to provide for interim spending authority for up to the first six months of 2024 or when the 2024 Budget is finalized whichever occurs first. The Roads cost centre has been adjusted to reflect greater than 6 months of the annual budget due to the seasonal nature of this cost centre and past spending patterns. This has been reflected in Attachment 1. Under the same Public Sector Accounting Board requirements regarding tangible capital assets, library materials have been deemed capital and included in the Capital Budget starting from 2010. In the library business, the publishing cycle demands that materials be purchased while they are “in print”. As a result, certain materials must be purchased in a timely manner, - 150 - and it is essential for the library to continue purchasing materials throughout the year. On this basis, 50 percent of last year’s library capital materials has been included in the interim appropriations and reflected in Attachment 1. A provision has been included this year for capital expenditures related to the library telework stations project, which is to be funded by the Community Services Recovery Fund. This grant was approved subsequent to the approval of the 2023 Capital Budget, and requires that the project to be completed by June 2024. This provision reflected in Attachment 1 will allow for the commencement of this project in January 2024 in order to meet the grant deadline. A minor provision has been included for small capital expenditures from current funds. Specific capital projects proposed prior to the approval of the 2024 Capital Budget will require specific approval. Attachments: 1. 2024 Interim Appropriations for Current Budget Operating Expenditures Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Jason Bekramchand, CPA Stan Karwowski, CPA, CMA, MBA Senior Financial Analyst – Capital & Director, Finance & Treasurer Debt Management Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 151 - City of Pickering Attachment #1 to Report FIN 21-23 2024 Interim Current Operation Appropriations Cost Centres 2023 Approved Budget 2024 (Jan. 1- June 30) Interim Appropriations 10000 Office of the Chief Administrative Officer 583,867$ 291,934$ 10005 Customer Care Centre 506,916 253,458 10010 Public Affairs & Corp Comm 1,379,019 689,510 10050 Economic Development & Strategic Projects 1,171,582 585,791 10100 City Development-Admin 1,015,573 507,787 10105 Planning & Design 5,258,525 2,629,263 10110 Building Services 2,563,745 1,281,873 10115 Sustainability 870,335 435,168 10120 Committee of Adjustment 11,778 5,889 10125 Heritage Pickering 17,525 8,763 10200 Culture & Recreation - Admin 4,222,283 2,111,142 10205 Programs 3,344,383 1,672,192 10210 Dunbarton Pool 536,204 268,102 10215 Don Beer Arena 1,530,349 765,175 10220 Community Centres 892,171 446,086 10225 Recreation Complex - Central Core 3,951,930 1,975,965 10230 Recreation Complex - Pool 980,768 490,384 10235 Recreation Complex - Arenas 1,149,023 574,512 10240 Civic Centre 1,199,128 599,564 10245 Senior Citizens Centre 612,699 306,350 10250 Museum 1,638,549 819,275 10300 Public Works - Administration 1,022,806 511,403 10305 Property Maintenance 1,727,186 863,593 10310 Fleet Services 2,324,003 1,162,002 10315 Roads 9,177,349 5,506,409 10320 Parks 5,649,424 2,824,712 10325 Operations Services 1,611,829 805,915 10330 Major Capital Facilities 189,975 94,988 10400 Legal Services 995,053 497,527 10405 Information Technology 3,892,845 1,946,423 10410 Clerks Office 674,502 337,251 10415 Records Management & Elections 177,016 88,508 10420 Print Shop/Mail Room 561,750 280,875 10425 By-Law 2,117,671 1,058,836 10430 Animal Services 766,832 383,416 10500 Engineering Services - Admin 3,166,507 1,583,254 10505 Crossing Guards 434,140 217,070 10510 Water Resources & Development Services 2,658,578 1,329,289 10515 Sidewalks 685,654 342,827 10520 Streetlights 1,024,720 512,360 10600 Finance 5,115,639 2,557,820 10605 Supply & Services 707,863 353,932 10700 Fire Protection 20,543,920 10,271,960 10705 Emergency Operations 184,642 92,321 10800 Human Resources 1,584,875 792,438 10805 Health & Safety 200,132 100,066 10900 Library 6,671,192 3,335,596 Gen Govt -Various 30,820,106 15,410,053 Capital -Library Materials 290,000 145,000 Capital -Library Telework Stations (grant)- 97,000 Capital -Equipment & Furniture - 200,000 TOTAL 138,412,561 70,421,027 - 152 - Report to Executive Committee Report Number: FIN 22-23 Date: December 4, 2023 From: Stan Karwowski Director, Finance & Treasurer Subject: 2024 Temporary Borrowing By-law - File: F-1000-001 Recommendation: 1. That the temporary borrowing limit of $66 million be established to meet 2024 current expenditures pending receipt of taxes and other revenues for the period of January 1 to September 30, 2024 inclusive, and $33 million thereafter until December 31, 2024; 2. That the temporary borrowing limit for capital purposes for 2024 be established at $73 million; 3. That the attached draft By-law providing for the temporary borrowing of monies be enacted; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: Staff recommend that Council approve temporary 2024 borrowing limits as set out in the above recommendations. Council approval is required to undertake temporary borrowings, if necessary, for current operations and capital projects in order to meet the expenses of the City for 2024, until the taxes are collected and other revenues are received. Approval is always sought at the end of the City’s fiscal (calendar) year in order to be prepared, in the event that loans are necessary, as we proceed into the new year. The approval of this report and the attached By-law will provide the City with financial flexibility to deal with unanticipated negative events. Put another way, this report provides the City with a financial safety net. Financial Implications: At this time, it is difficult to estimate the interest costs as it is uncertain how much temporary financing may be required and for how long. The City will undertake external borrowing from The Regional Municipality of Durham in 2024 for approved capital expenditures. For current purposes, the $63 million limit for January 1 to September 30, 2023 has been increased to $66 million for January 1 to September 30, 2024 and the $32 million limit for October 1 to December 31, 2023 has been increased to $33 million for October 1 to December 31, 2024. - 153 - FIN 22-23 December 4, 2023 Subject: 2024 Temporary Borrowing By-law Page 2 The limit for capital purposes for 2024 has been established at $73 million based on the draft 2024 Capital Budget forecast dated October 24, 2023. The actual amount to borrow may have to be adjusted once the 2024 Capital Budget has been approved by Council. Discussion: The borrowing of funds for current and capital purposes may become necessary in the normal course of operations during 2024. Under Section 407 of the Municipal Act, 2001, as amended (the “Act”), Council may pass a by-law to provide for the temporary borrowing of funds to meet current operating expenditures pending receipt of taxes and other revenues of the City. Under the Act, the Corporation may also undertake temporary borrowings under individual project approvals, and for capital projects, pending permanent financing. A. Current Budget Financing The amount of such temporary borrowing outstanding at any one time is limited by the Act, unless otherwise approved by the Ontario Municipal Board, to 50 percent of the estimated annual revenues from January 1 to September 30 and to 25 percent thereafter. Until the current year’s estimates are adopted, the limitation may be calculated upon the revenues set forth in the estimates adopted for the preceding year. Based upon the 2023 estimates of the Corporation, the allowable level of temporary borrowing outstanding under the Act is estimated at $66 million from January 1 to September 30 and $33 million thereafter. The requested $66 million should be sufficient to meet the current expenditures of the City until the levies for 2024 are received. It is expected that this amount will provide a sufficient level of temporary borrowings, taking into account the potential effects of taxation legislation and its impact on cash flows. B. Capital Budget Financing Borrowing for capital purposes under the Act can only be undertaken on projects approved by Council and will only be undertaken in the event that sufficient funds are not available at the time they are required. Recommendation 3 provides the authority for staff to obtain additional temporary interim financing (internal or external) for capital projects approved by Council. The $73 million capital borrowing limit should provide sufficient funds to cover the estimated 2024 capital expenditures. Attachments: 1. By-law to Authorize the Temporary Borrowing of Monies to Meet the Current and Capital Expenditures of the City of Pickering for the Year 2024 - 154 - FIN 22-23 December 4, 2023 Subject: 2024 Temporary Borrowing By-law Page 3 Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Jason Bekramchand, CPA Stan Karwowski, CPA, CMA, MBA Senior Financial Analyst – Capital & Director, Finance & Treasurer Debt Management Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 155 - Attachment #1 to Report FIN 22-23 The Corporation of the City of Pickering By-law No. Being a by-law to authorize the temporary borrowing of monies to meet the current and capital expenditures of the City of Pickering for the year 2024. Whereas Section 407(1) of the Municipal Act, 2001, provides that the Council of the City of Pickering may by by-law authorize the Mayor and Treasurer of the City to borrow from time to time by way of promissory note such sums as Council may deem necessary to meet, until the taxes for the current year are collected and other revenues are received, the current expenditures of the City for the year, including the amounts required for principal and interest falling due within the year upon any debt of the City, and the sums required by law to be provided by the Council for any local board of the City; Whereas Section 407(2) limits the total of such borrowings to not exceed 50 percent of the estimated annual revenues from January 1 to September 30, 2024 and 25 percent thereafter; Whereas it is deemed necessary by the said Council to borrow the sum of $66,000,000 to meet, until the taxes for the current year are received, the current expenditures of the City for the year 2024, including the amounts and sums aforesaid; Whereas the said sum of $66,000,000 plus any similar borrowings that have not been repaid, is less than 50 percent of the total amount of the estimated revenues of the City from January 1 to September 30 as set forth in the estimates adopted by the Council for the year 2023 exclusive of revenues derivable from the sale of assets, borrowings or issues of debentures or from a surplus including arrears of levies, and $33,000,000 is less than 25 percent of the estimated revenues thereafter; Whereas the Municipal Act, 2001, provides that if a municipality has by by-law approved an undertaking to be financed in whole or in part by incurring long-term debt, the Council may by by-law authorize temporary borrowing to meet expenditures made in connection with the undertaking; and, Whereas it is deemed necessary by the Council to borrow the sum of $73,000,000 to meet the capital expenditures approved by Council. Now therefore the Council of the Corporation of the City of Pickering hereby enacts as follows: 1. The Mayor and Director, Finance & Treasurer of the City of Pickering are hereby authorized to borrow from time to time by way of promissory notes a sum or sums not exceeding $66,000,000 to meet, until the levies for the year 2024 are received, the current expenditures of the City for such year, including the amounts required for principal and interest falling due within the year upon any debt of the City for the period January 1 to September 30, 2024 inclusive and $33,000,000 thereafter until December 31, 2024. - 156 - By-law No. Page 2 2. The Mayor and Director, Finance & Treasurer of the City of Pickering are hereby authorized to borrow from time to time by way of promissory notes a sum or sums not exceeding $73,000,000 to meet the capital expenditures as approved by Council of the City including the amounts required for principal and interest. 2. Any promissory notes made under the authority of this by-law shall be sealed and signed in accordance with the provisions of the Municipal Act, 2001, and may be countersigned in writing by the Manager, Accounting Services of the Corporation in accordance with the provisions of the said Act. 3. This By-law shall come into effect on the first day of January, 2024. By-law passed this 11th day of December, 2023. _______________________________ Kevin Ashe, Mayor ______________________________ Susan Cassel, City Clerk - 157 - Report to Executive Committee Report Number: OPS 34-23 Date: December 4, 2023 From: Brian Duffield Director, Operations Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay - Results of 2023 Pilot Project - File: A-1440 Recommendation: 1. That Report OPS 34-23 regarding Mechanical Harvesting of Eurasian Watermilfoil Weeds in Frenchman’s Bay be received for information. Executive Summary: On April 24, 2023, Council approved the 2023 Current Budget which included a total of $100,000.00 to continue with the pilot project of cutting and removing Eurasian Watermilfoil weeds from Frenchman’s Bay. An additional $55,000.00 was approved in the 2023 Current Budget for consulting enabling TRCA to conduct water testing and a vegetation survey of aquatic plants in Frenchman’s Bay. The pilot project was first initiated in 2021, which included a single cut using a dredging machine that emulsified the aquatic vegetation. After consulting with TRCA on this method of cutting, it was determined that this was not the best method to control the water weeds and it was likely to contribute to the spread of Eurasian Watermilfoil weeds. In 2022, Council approved $100,000.00 in the Current Budget to allow for two cuts through a new method whereby the weeds are cut, removed from the water and allowed to dry on land, and then disposed of as waste. Results for the pilot projects in 2021 and 2022 can be found in Reports OPS 01-22 and OPS 18-22 respectively. The City consulted with stakeholders who use Frenchman’s Bay for recreational purposes to review the areas cut during the 2022 pilot project and to determine recommendations for 2023. It was determined that cutting one lane of five acres twice from oriented north to south would best benefit the Dragon Boat Club, Pickering Rouge Canoe Club, and small watercraft users. PHC agreed to cut an additional five acres, in a triangular pattern at their expense to accommodate the needs of small sail boat programming for the Frenchman’s Bay Yacht Club. The areas to be cut were marked appropriately with buoys for easy visual identification and follow up inspections to evaluate the pilot project. The first cut in 2023 of the delineated areas commenced on July 17 and was completed on July 25. The second cut commenced on August 31 and was completed on September 6. A final on-water site inspection was completed September 8 and it was determined by City staff that the delineated cut areas were acceptable and conformed to the contract. - 158 - Report OPS 34-23 December 4, 2023 Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds Page 2 in Frenchman’s Bay Discussion: On an annual basis, PHC completes weed harvesting around the docks of Frenchman’s Bay Marina, Frenchman’s Bay Yacht Club, and an east/west oriented channel linking the two to the harbor entrance. The weed harvesting is normally undertaken twice during the growing season, but it may be completed up to five times per season if lower water levels accelerate weed growth. In 2023, PHC was contracted by the City to continue with a pilot project for the mechanical weed harvesting and removal of Eurasian Watermilfoil and other weeds in the areas of Frenchman’s Bay as identified in the contract. A pre-cut inspection by boat of the areas to be cut was completed on July 14, 2023. The purpose was to verify the proper delineation of the areas to be cut and to document and determine the density and height of the weeds to be cut. The first cut commenced on July 17, 2023 and was completed on July 25, 2023. The aquatic weeds were cut, harvested and stock piled on PHC lands to dry and to reduce the overall weight prior to. The City conducted an inspection on August 16, 2023 by boat of the cut areas to assess the effectiveness and success of the completed areas. It was observed that the cut area was very visible, providing a clear channel for small watercraft use and overall, City staff determined the first cut to be successful. Four weeks later, a second harvesting of the weeds commenced on August 31, 2023 and was completed on September 6, 2023. City staff conducted a final inspection by boat on September 8, 2023 and the observations appeared to validate the recommended methodology of cut and removal of the aquatic weeds for the 2023 pilot project. TRCA have been providing their support and expertise during the pilot project in 2021, 2022 and 2023 and verified that the cut and removal methodology was better suited for a long-term weed management program. The main takeaways from the 2023 pilot project were as follows: • It is essential to use the entire allowable cutting season from the start of July to the end of August to maximize the benefits of a second cut. • Harvesting and removal of the weeds from the Bay reduces the reseeding and self-propagation of cut aquatic weeds. • The harvesting vessel used in 2023 seemed to be effective and efficient in the limited cut. • PHC outfitted a net on the rear of the harvesting machine to ensure all cut weed pieces were collected for disposal. • Higher water levels in 2023 maintained the cut areas better and longer than when Frenchman’s Bay experienced lower water levels in 2022. The pilot project identified the following challenges that will need to be addressed in a sustainable weed management program: i. The minimum depth of water needed to operate the harvesting vessel prevents the weeds from being cut close to shore which can hinder small watercraft access. ii. Fluctuations in Lake Ontario water levels can decrease the relative depth to the top of the cut weeds as the water level drops after a successful cut as experienced in 2022. iii. The five acres cut twice in the 2023 pilot project only allowed one north/south channel suitable for kayaks and dragon boat activities, but some distance from shore and a - 159 - Report OPS 34-23 December 4, 2023 Subject: Mechanical Harvesting of Eurasian Watermilfoil Weeds Page 3 in Frenchman’s Bay considerable distance from Bruce Handscomb Memorial Park located on the west side of Frenchman’s Bay. iv. Cutting a significantly larger area is a more efficient removal method for the weeds, as frequent returns to shore to empty the cut weeds is inefficient. The consulting by TRCA, consisting mainly the water testing and aquatic vegetation survey, is ongoing and will undergo a one year monitoring process with results expected in Q2 2024. The report by TRCA will provide detailed scientific information that is expected to help identify reasons why we are experiencing excessive growth rates of Eurasian Watermilfoil and other aquatic weeds in the Frenchman’s Bay watershed. It will also get an accurate count of the types and densities of various aquatic vegetation in Frenchman’s Bay to better understand the best management practices to implement for control of weed growth. Next Steps The combined three year pilot project has allowed for the development of a weed harvesting methodology that can be used in a weed management program and permit an increased level of small watercraft use of Frenchman’s Bay. Given the unique ownership rights of PHC to control access to Frenchman’s Bay for weed control, staff will assess the appropriate method to participate in a weed management program moving forward considering the rights and responsibilities of both parties. Attachment: None. Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Rob Gagen Brian Duffield Manager, Parks & Property Operations Director, Operations BD:rg Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 160 - Report to Executive Committee Report Number: PLN 38-23 Date: December 4, 2023 From: Kyle Bentley Director, City Development & CBO Subject: Streamlining the Development Application Review Process - RFP 2023-4 - File: D-1100-109 Recommendation: 1. That proposal for Request for Proposal No. RFP 2023-4 submitted by Dillon Consulting Limited, for the Streamlining the Development Application Review Process, in the amount of $214,669.00 (excluding HST), be accepted; 2. That the net project cost of $218,447.00 (net of HST rebate), be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $218,447.00 for these consulting services in the amount from the Approved 2023 Current Budget from Property Taxes; and 4. That the appropriate officials of the City of Pickering be authorized to take such actions as are necessary to give effect to this Report. Executive Summary: This report seeks to obtain Council’s approval to hire a consultant, who will conduct an in-depth review of the City’s Development Application Review Process (DARP) and make recommendations that would facilitate a modernized review and approval process of Planning Act applications. As the City is expected to experience significant growth and change, along with recent legislative changes to the Planning Act, the City’s planning review process must be efficient and streamlined, clear and transparent, and result in good city-building outcomes. RFP 2023-4 was issued on the City’s Bids and Tenders portal on July 21, 2023, with a submission deadline of August 28, 2023. Four proposals were submitted. The Evaluation Committee, consisting of staff from City Development and Engineering Services, reviewed and evaluated the proposals received using the criteria outlined in the bid document. In accordance with Item 10.04 of the Purchasing Policy, where the project cost of a consulting assignment is more than $50,000.00, the award is subject to the approval of Council. The Evaluation Committee recommends that Dillon Consulting Limited, the top-ranked Proponent, be retained to undertake the Streamlining the Development Application Review Process, at a cost of $214,669.00 (excluding HST). The total net project cost is estimated to be $218,447.00. - 161 - PLN 38-23 December 4, 2023 Subject: Streamlining the Development Application Review Process Page 2 Financial Implications: 1.Proposal Amount Proposal Number RFP 2023-4 $214,669.00 HST (13%) 27,906.97 Total Gross Project Amount $242,575.97 2.Estimated Project Costing Summary Proposal Number RFP 2023-4 $214,669.00 HST (13%) 27,907.00 Total Gross Project Amount $242,576.00 HST Rebate (11.24%) (24,129.00) Total Net Project Costs $218,447.00 3.Approved Source of Funds – 2023 Current Budget Expenditure Account Source of Funds Budget Required 502230.10105.00005022 30.10105.0000 Grants Property Tax $100,000.00 $440,000.00 $0.00 218,447.00 Total Funds $540,000.00 $218,447.00 Net project costs under (over) approved funds $321,553.00 This project was approved in the 2023 Current Budget to be funded by the Streamline Development Fund grant, issued by the province. The grant end date was October 31, 2023, and this study could not be completed by that time. There are sufficient funds available in the Consulting & Professional Fees account under the Planning & Design cost centre (502230.10105.0000) to cover the net cost of this study due to various consulting engagements in the 2023 Current Budget that will not be proceeding. Discussion: Modernizing the City’s Development Application Review Process Pickering is expected to experience considerable change, which will bring about new opportunities, as well as challenges for the growth and development of the City. In addition to traditional greenfield development, the City is also transitioning towards higher-density - 162 - PLN 38-23 December 4, 2023 Subject: Streamlining the Development Application Review Process Page 3 mixed-use development/redevelopment within the City’s City Centre and along corridors such as Kingston Road and Brock Road. In consideration of all of this development activity, a timely and efficient review and approval process is important for the quality of life and economic growth of a City. There are also ongoing changes in the market and legislative changes, such as the Development Charges Act and the Planning Act, that impact the development review and approval process, which has put additional pressure on the municipality to speed up review timelines. Furthermore, the recent introduction of the City’s new Pickering Resident Interface & Service Modernization (PRISM) portal and AMANDA software improvements will also impact the process and timelines of how the City reviews development applications. All of these activities place pressure on the different City departments, external agencies, and various staff involved in the development review process. The City is seeking the services of a qualified consultant to conduct a comprehensive review of the City’s Development Application Review Process (DARP). The purpose of this review is to identify and address gaps, challenges, and opportunities for process improvements. Upon completing their review, the consultant would make recommendations that would facilitate a modernized review and approval process of Planning Act applications (Official Plan Amendments, Zoning By-law Amendments, Site Plan Control Applications, Plans of Subdivision, Plans of Condominium, Minor Variances and Land Divisions), while ensuring that the process remains meaningful, and that City requirements have been met. Scope of Work The consultants will be undertaking the following works: 1. In-depth review of the current development application review processes (including pre-consultation, pre-submission, submission of application, circulation and recirculation, tracking of applications, review and commenting on applications, Open House and Statutory Public Meetings, Council approval for Official Plan Amendment, Zoning By-law Amendment, Plan of Subdivision, Plan of Condominium, Site Plan Approval, Minor Variance and Land Division). 2. Review Best Practices from other municipalities’ development application review and approval processes in the Greater Toronto Area (GTA), and identify best practices with respect to resourcing levels, organizational structure, and internal practices, processes and procedures for application review and service delivery. 3. Review the City’s existing technologies supporting the development application review workflow (AMANDA, FME, Esri and PRISM), and their capabilities to meet the future needs of the development review and approval process for data tracking and performance measurements, in the most agile and cost-effective manner. - 163 - PLN 38-23 December 4, 2023 Subject: Streamlining the Development Application Review Process Page 4 5. Interview relevant City staff, Council members, the local development community, and key external agency representatives from the Toronto and Region Conservation Authority, and the Regional Municipality of Durham, for feedback on the strengths of the existing DARP and areas for improvement. 6. Conduct a gap analysis that prioritizes a list of gaps and improvement opportunities the City needs to address; define clear roles and responsibilities; conduct a review of the existing roles and responsibilities and the interface between departments and divisions involved in the development review process, and identify strengths, weaknesses, opportunities and threats, and areas for improvement, including recommendations for changes to organizational structure, changes to processes, responsibilities, and levels of service. Request for Proposal RFP 2023-4 was issued on the City’s Bids and Tenders portal on July 21, 2023, with a submission deadline of August 28, 2023. Four proposals were submitted. The Evaluation Committee, consisting of staff from City Development and Engineering Services, reviewed and evaluated the proposals received, using the criteria outlined in the bid document. Proposals were evaluated and ranked based on the consultant’s experience on similar projects, their understanding of the project, proposed work plan and deliverables, project team overview, and their pricing. Dillon Consulting Limited was the top-ranked Proponent, and is recommended for award. All pre-conditions of the award, as identified in the bid document, have been received, reviewed, and approved. Dillon Consulting Limited has been undertaking various development approvals process operational reviews across Canada since 2006, with a specific focus on Ontario. Their team has experience and qualifications to execute the development application review process for large urban cities, upper-tier municipalities, single-tier cities, and two-tier integrated systems. Some of the municipal clients that Dillon Consulting Limited has worked with include City of Brampton, Municipality of Clarington, Town of Caledon, City of Barrie, City of Vaughan, City of Peterborough, and Town of Aurora. Upon careful examination of all proposals and relevant documents received in response to RFP 2023-4, the Evaluation Committee recommends acceptance of the Proposal submitted by Dillon Consulting Limited, in the amount of $214,699.00 (excluding HST), and approval of the total net project cost of $218,447.00 (net of HST rebate). - 164 - PLN 38-23 December 4, 2023 Subject: Streamlining the Development Application Review Process Page 5 Prepared By: Original Signed By Nilesh Surti, MCIP, RPP Division Head, Development Review & Urban Design Original Signed By Catherine Rose, MCIP, RPP Chief Planner Approved/Endorsed By: Original Signed By Cathy Bazinet, CPPB, NIGP-CPP Manager, Procurement Original Signed By Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer Original Signed By Kyle Bentley, P.Eng. Director, City Development & CBO NS:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 165 - Report to Executive Committee Report Number: PLN 42-23 Date: December 4, 2023 From: Kyle Bentley Director, City Development Department Subject: Heritage Property Tax Relief Program By-law -File: A-3300-080 Recommendation: 1.That the Heritage Property Tax Relief Program and By-law be approved, as set out in Appendix I to Report PLN 42-23, and be enacted by Council; 2.That Council delegates the Director, City Development & CBO to execute the HeritageEasement Agreement for Eligible Properties as described in the Heritage Property Tax ReliefProgram By-law; 3.That the City Clerk give notice of this by-law to the Ministry of Finance and the Region of Durham within 30 days of the passing of the by-law; and 4.That the appropriate City of Pickering officials be authorized to take actions as necessary toimplement the recommendations of this report. Executive Summary: This report seeks to obtain Council’s approval to implement a Heritage Property Tax Relief Program and By-law. This initiative offers a financial incentive, in the form of property tax relief, to owners of eligible heritage properties. The goal is to assist them in managing the maintenance and repair costs associated with heritage buildings. The Municipal Act, 2001 (Section 365.2) allows municipalities the option of establishing a Heritage Property Tax Relief Program for properties that are designated under Part IV or Part V of the Ontario Heritage Act, and are also subject to a Heritage Conservation Agreement. The City of Pickering does not currently have any heritage conservation assistance programs in place. At the September 28, 2020, Council meeting, staff were directed to report back to Council, by the end of 2020, with a Heritage Property Tax Rebate Program, based on the Notice of Motion presented at the July 27, 2020, Council meeting. However, at the December 7, 2020, Council meeting, staff were directed to report back to Council on the implementation of the Heritage Property Tax Relief Program at such time that the COVID-19 Pandemic is under control. The maintenance and rehabilitation of heritage structures benefit the community as a whole. Well-preserved heritage structures provide a cultural link to our past, greatly augment the unique character and sense of place in our communities, support re-urbanization initiatives and tourism, stimulate adjacent development, and increase property values. Municipalities in Ontario may support built heritage conservation in various ways. - 166 - PLN 42-23 December 4, 2023 Subject: Heritage Property Tax Relief Program By-law Page 2 The merits of implementing the Ontario Heritage Property Tax Relief Program as a possible heritage conservation support initiative are brought forward in this report. Heritage Pickering is in support of the property tax relief program. The draft by-law to be enacted is attached as Appendix I. Financial Implications: Municipalities may provide a property tax reduction between 10 and 40 percent of the property tax bill. The municipal portion of the tax relief is borne by the local municipality. The Province participates in the program by matching the municipality for the education portion of the property tax relief made available to eligible property owners. The Region can also participate with a matching reduction in the Regional portion of the property tax bill. Durham Region is currently deferring the decision to match any local program reductions until such a time as standardized programs are implemented Region-wide. In other words, it is staff’s understanding that Durham Region will participate in a similar program when all eight lower-tier municipalities offer a similar heritage property tax relief program. Approximately 50 properties could be eligible for this program in the City of Pickering. If the by-law is approved to provide a 20 percent rebate to properties enrolled in the program, this represents a refund of $19,755 in taxes yearly. Any costs associated with enrolling an eligible property in the program will be paid for by the property owner. For example, the first time an owner enrolls, they will have to pay for the preparation of a Heritage Easement agreement and register the Agreement on title in the Land Registry Office. 1. Discussion: Heritage property tax relief is a financial tool for municipalities to help owners of eligible heritage properties continue to maintain and restore their properties. Section 365.2 of the Municipal Act, 2001 gives municipalities the option of establishing a program to provide property tax relief to owners of heritage properties. Municipalities must first pass a by-law to adopt the program. The draft by-law to provide property tax relief to eligible heritage property, attached as Appendix I to this report, has been prepared in consultation with the City’s Finance Department and Corporate Services Department. 2. Benefits of Heritage Property Tax Relief Well-maintained heritage properties enrich quality of life and give communities a sense of place and unique character. Although there are community benefits to conserving heritage properties, many are privately owned. The program provides an incentive to owners to make regular investments in the ongoing maintenance and conservation of their properties. Further, with regular repair and maintenance, costly major renovation projects can be avoided. - 167 - PLN 42-23 December 4, 2023 Subject: Heritage Property Tax Relief Program By-law Page 3 3. Property Tax Relief Amount The Municipal Act allows municipalities to provide between 10 and 40 percent of tax relief, and the rebate amount is currently proposed at 20 percent. The rebate is applied to the City of Pickering portion of municipal taxes, as well as on the education portion. The Region of Durham is currently not participating in the program. For example, a property owner would receive a 20 percent refund on the City of Pickering portion of their tax bill, and a 20 percent refund on the education portion of their tax bill. Should Council approve the by-law, a notice will be sent to the Ministry of Municipal Affairs and Housing, enabling the province to fund the education portion. Staff recommend that the City provide a credit to the property tax account, similar to the Low-Income Seniors/Persons with Disabilities Property Tax Grant program. In addition, the property owner’s tax account has to be in “good standing” to be eligible for the program The amount of taxes a property owner pays depends on the assessment of the property from the Municipal Property Assessment Corporation (MPAC). Municipalities can work with MPAC to determine the area of a property eligible for the heritage tax rebate. It is assumed that most properties will be straightforward to assess. For example, the tax rebate would apply to the property in its entirety. In some instances, however, a heritage house may be located on a 40-acre farm, with other outbuildings and landscape features not described in the designation by-law. The municipality may then apply the tax relief to only the assessed portion surrounding the house or a portion of the house. 4. Eligible Properties Approximately 50 properties are eligible for the Heritage Property Tax Relief Program, both within the Whitevale Heritage Conservation District, and outside of the District. This number excludes properties that are currently owned by the provincial or federal governments. Should those properties be purchased by a private owner in the future for residential use, they may be considered eligible for the program. Properties within the District that are identified as having no historical or architectural significance, as noted in the Whitevale Heritage Conservation District Guide, are not eligible for the Heritage Property Tax Relief Program. The intent of the heritage tax relief program is to incentivize the maintenance and repair of buildings with cultural heritage value or significance. The Municipal Act sets out minimum criteria for an eligible property, and allows the municipality to have flexibility with additional criteria. The draft by-law includes the following eligibility requirements (see attached Draft By-law, Appendix I): • designated under Part IV of the Ontario Heritage Act (an individually designated property); • a property that is part of a heritage conservation district under Part V of the Ontario Heritage Act, except for properties included without having Historical or Architectural Significance within the Whitevale Heritage Conservation District Guide; - 168 - PLN 42-23 December 4, 2023 Subject: Heritage Property Tax Relief Program By-law Page 4 • subject to a Heritage Easement Agreement with the City of Pickering under Section 37 of the Ontario Heritage Act; • complies with the additional eligibility criteria set out in this by-law; • that has a realty tax class of R – Residential, and a realty tax qualifier of T – Taxable; and • that is in a good and habitable condition, as determined by the City. 5. Application Process and Enrollment City Development staff will develop an application form, a template for an easement agreement and a property owner information package. The owner of an eligible property may apply before the last day in February, in the year following the year of which the owner is seeking to obtain a heritage property tax refund (a deadline mandated by the Municipal Act). For example, to receive a tax relief for a particular year (for example 2023), property owners must submit their applications by February 28 of the following year (for example 2024). The property owner will be required to submit the form along with any additional information such as photos of the property or proof of ownership. Staff will then determine the heritage attributes of the property and whether it meets the eligibility requirements, and may conduct research and a site visit to do so. A Heritage Easement Agreement must be registered on title with the Land Registry Office. This process could take several weeks or months as the one-time process of creating the Agreement is finalized. Finance staff will then enroll the eligible property into the program. The owner will be responsible for paying the City all costs incurred by the City relating to the registration of the Heritage Easement Agreement on title with the local Land Registry Office. No additional fee will be charged by the City for enrollment. Applications must be made each year that an owner wishes an eligible property to be considered. Staff anticipate that the homeowner, if enrolled, will receive a credit directly on their tax bill. 6. Non-Compliance If an owner of an eligible property is in non-compliance with their Heritage Easement Agreement, then no property tax reduction, or refund, will be issued to the owner until the City is satisfied that the eligible property is back in compliance. The owner shall be required to repay part, or all, of any heritage property reduction, or refund, previously provided to the owner during any period of non-compliance. Should an eligible property be demolished or removed from the program for non-compliance, the City shall add the value of any heritage property tax reduction or refund previously provided, plus applicable penalties and interest, to the owner’s property tax bill. - 169 - PLN 42-23 December 4, 2023 Subject: Heritage Property Tax Relief Program By-law Page 5 7. Program promotion The Heritage Property Tax Relief program will be advertised on the City of Pickering’s Heritage Website. Staff will prepare an application form and information brochure about the program. Staff also plan to mail a letter to eligible properties each year to remind them of the program. 8. Pickering Heritage Advisory Committee supports the draft by-law and program The Draft By-law was presented to the Pickering Heritage Advisory Committee at its November 8, 2023, meeting. City Development staff responded to various questions regarding the program including matters related to: the cost to property owners to enroll in the program; the gradual growth of the program over time; how the eligible property owner is held accountable to the program; what happens when the eligible property is sold; and, what the consequences are to an enrolled property owner opting out of the program. The Committee passed the following motion: “That Heritage Pickering recommends that Council approve the draft Heritage property tax relief by-law.” 9. Staff recommend approving the program and by-law to provide property tax relief to eligible heritage property in the City of Pickering Recognizing that preserving built heritage is a community benefit, the by-law provides an incentive for property owners to provide ongoing maintenance before repairs become too costly. Staff recommend that the by-law and program be approved. Appendix: Appendix I: Draft Heritage Property Tax Relief By-law - 170 - PLN 42-23 December 4, 2023 Subject: Heritage Property Tax Relief Program By-law Page 6 Prepared By: Original Signed By Emily Game, BA, CAHP Senior Planner, Heritage Original Signed By Nilesh Surti, MCIP, RPP Division Head, Development Review & Urban Design Approved/Endorsed By: Original Signed By Catherine Rose, MCIP, RPP Chief Planner Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO Original Signed By James Halsall for Stan Karwowski Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer EG:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 171 - Appendix I to Report PLN 42-23 Draft Heritage Property Tax Relief By-law - 172 - The Corporation of the City of Pickering By-law No. XXXX/23 Being a by-law to provide property tax relief to eligible heritage property in the City of Pickering. Whereas Subsection 365.2 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a local municipality may establish a program to provide tax reductions or refunds in respect of eligible heritage property; And whereas the Council of a Municipality may in a by-law delegate its authority in accordance with Section 23.1 of the Municipal Act, 2001; And whereas The Corporation of the City of Pickering finds it in the public interest to provide financial assistance in the terms set out in this by-law as an incentive for property owners to renovate, restore and maintain heritage property in the City of Pickering; And whereas for the purpose of administering the program to provide tax reductions or refunds in respect of eligible heritage properties in the municipality, the City of Pickering finds it would be expedient to delegate execution of heritage easement agreements to the Director, City Development & CBO, or designate; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: Part 1: Definitions “Act” means the Ontario Heritage Act, R.S.O. 1990, c. O.18, as amended. “Assessment Corporation” means the Municipal Property Assessment Corporation. “City” means The Corporation of the City of Pickering or the geographic area of the City of Pickering as the context requires. “Council” means the Council of The Corporation of the City of Pickering. “Eligible Property” means a property or portion of a property located within the limits of the City, (a) that is designated under Part IV of the Act; (b) that is part of a heritage conservation district under Part V of the Act, except for properties listed without having Historical or Architectural Significance within the Whitevale Heritage Conservation District Guide; - 173 - By-law No. XXXX/23 Page 2 (c) that is subject to a Heritage Easement Agreement with the City under Section 37 of the Act; (d) that complies with the additional eligibility criteria set out in this by-law; (e) that has a realty tax class of R – Residential, and a realty tax qualifier of T - Taxable; and (f) that is in a good and habitable condition, as determined by the City. “Heritage Easement Agreement” means an agreement made under Section 37 of the Act, which sets out easement or covenant obligations with respect to but not limited to the preservation of heritage features and value of heritage property and is registered on title to an Eligible Property in the Land Registry Office, and which is enforceable by the City against the Owner and subsequent Owner of an Eligible Property. “Owner” means the registered owner(s), from time to time, of an Eligible Property, and includes a corporation and partnership and the heirs, executors, administrators and other legal representatives. “Program” means the Heritage Property Tax Relief Program. Part 2: Delegation 2.1 Council of The Corporation of City of Pickering delegates the authority to execute a Heritage Easement Agreement between an Eligible Property Owner and the City of Pickering to the Director, City Development & CBO, or designate. Part 3: Application and Eligibility 3.1 An Owner of an Eligible Property must make an application to the Program by submitting the prescribed application form to the City no later than the last day of February in the year following the year for which the Owner is seeking to obtain a heritage property tax reduction or refund. Applications received after this deadline will not be accepted. 3.2 Upon acceptance of a satisfactorily completed application by the Director, City Development & CBO, or designate, and if necessary in consultation with the Heritage Committee, the Director, or designate may approve a Heritage Easement Agreement and execute the agreement for registration on title to the Eligible Property. Once the registration is confirmed, the City’s Finance Department shall enroll the Eligible Property in the Program. 3.3 Applications to the Program must be made each year that an Owner wishes an Eligible Property to be considered for a heritage property tax reduction or refund. - 174 - By-law No. XXXX/23 Page 3 3.4 In order to determine eligibility for the Program, the Owner consents to the inspection of the Eligible Property as and when deemed necessary by the Director, City Development & CBO, or designate. 3.5 Where multiple Heritage Easement Agreements are registered on title to one parcel of land comprising an Eligible Property, multiple heritage property tax reductions or refunds will not be provided in respect of the same heritage features of the Eligible Property. 3.6 The Program is subject at all times to funding made available by Council in its annual budget. This by-law does not obligate Council to provide funding for the Program, and the heritage property tax reduction or refund contemplated by this by-law may be eliminated by Council through repeal of this by-law at any time with no notice whatsoever to any affected persons. 3.7 The Program is subject to any regulations that the Minister of Finance may make governing by-laws on tax reductions or refunds for heritage property. Part 4: Non-Compliance 4.1 In the event that: (a) the Director, City Development & CBO, or designate, determines that the Heritage Easement Agreement has not been complied with to the satisfaction of the City; (b) the Eligible Property is in contravention of work orders, municipal requirements or liens; or (c) applicable taxes, penalties, interest and other charges for the Eligible Property have not been paid to the City, then no heritage property tax reduction or refund will be issued to the Owner and the City may require the Owner to repay part or all of any heritage property tax reduction or refund previously provided to the Owner during any period of non-compliance. Upon the Director, City Development & CBO, or designate, being satisfied that the Owner has brought the Eligible Property back into compliance, the Eligible Property will be re-enrolled in the Program. 4.2 The Director, City Development & CBO, or designate, shall send written notice to the Owner of the Eligible Property informing the Owner that the Eligible Property was found to be out of compliance. The written notice shall describe the nature of the non-compliance. 4.3 An Owner who has received written notice pursuant to Section 4.1, shall have thirty (30) days to: - 175 - By-law No. XXXX/23 Page 4 (a) bring the Eligible Property into compliance to the satisfaction of the Director, City Development & CBO, or designate; or (b) satisfy the Director, City Development & CBO, or designate, that a workable plan has been developed to bring the Eligible Property into compliance. 4.4 Upon being satisfied that the Eligible Property is back in compliance, the Director, City Development & CBO, or designate; shall provide written notification to the Owner and the City’s Finance Department indicating that the Eligible Property is in compliance and that the heritage property tax reduction or refund will continue. 4.5 In the event the Owner does not bring the Eligible Property back into compliance within the timeline pursuant to Section 4.3, the Director, City Development & CBO, or designate, shall provide written notification to the Owner and the City’s Finance Department indicating that the Eligible Property shall now be removed as an Eligible Property from the Program. 4.6 Should an Eligible Property be removed from the Program for non-compliance, the City may add the value of any heritage property tax reduction or refund previously provided, plus applicable penalties and interest, to the Owner’s property tax bill. Part 5: Annual Tax Reduction or Refund 5.1 Subject to the conditions set out in this by-law, an Owner shall receive a heritage property tax reduction or refund for each year in which the Owner and the Eligible Property meet all of the requirements of this by-law. Part 6: Amount of Tax Reduction or Refund 6.1 The amount of heritage property tax reduction or refund provided in respect of an Eligible Property shall be twenty percent (20%) of the taxes for municipal and school purposes levied on the whole or a portion of the Eligible Property. 6.2 Any costs incurred by the City to register the Heritage Easement Agreement on title to the Eligible Property or to validate or calculate the heritage property tax reduction or rebate will be deducted from the heritage property tax reduction or rebate amount issued. Part 7: Property Assessment 7.1 The City will work with the Assessment Corporation to determine the whole or portion of a property’s total assessment that is attributable to the building or structure that is an Eligible Property, and the land used in connection with it. It will be solely the City’s decision to determine the amount of heritage property tax reduction or refund applicable to the Eligible Property. - 176 - By-law No. XXXX/23 Page 5 7.2 In the event that an Eligible Property’s assessed value, as determined by the Assessment Corporation, changes for any reason whatsoever, then the amount of the heritage property tax reduction or refund shall be recalculated accordingly. Part 8: Interest 8.1 The City may require the Owner to pay interest on the amount of any repayment under this by-law, at a rate not exceeding the lowest prime rate reported to the Bank of Canada by any of the Banks listed in Schedule I of the Bank Act (Canada), calculated from the date or dates the heritage property tax reduction or refund was provided. Part 9: Penalty 9.1 If the Owner of an Eligible Property demolishes the property or breaches the terms of a Heritage Easement Agreement, the City may require the Owner to repay part or all of any heritage property tax reductions or refunds provided to the Owner for one or more years under this by-law. Part 10: Sharing of Repayment 10.1 Any amount repaid to the City by the Owner pursuant to this by-law shall be shared by the City, the School Boards and the Region of Durham, if applicable, that share in the revenue from taxes on the Eligible Property, in the same proportion that they shared in the cost of the heritage property tax reduction or refund on the Eligible Property. Part 11: Notification 11.1 The City Clerk is hereby directed to give notice of this by-law to the Minister of Finance and the Region of Durham within thirty (30) days of the passing of this by-law. Part 12: Force and Effect 12.1 This by-law shall come into force and effect on the date it is passed. By-law passed this XX day of XXXX, 2023. ________________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 177 -